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Making makes us more adaptable, better able to respond to changing circumstances and better at solving problems.
We know that diverse teams and companies perform better, are more creative, and are better at solving problems.
In the business world, for example, we know that more-diverse groups tend to be more innovative, creative, hard-working, and better at solving problems.
The idea, promoted by the author James Surowiecki in his book of that title, is that large numbers of loosely connected strangers are better at solving problems and predicting the future than a few elites.
Organizations that allow for differences of opinion are better at developing innovation, better at solving problems, and better at avoiding groupthink.
Heuristic algorithms are typically better at solving problems where there may be little information from which to create explicit rules, and where a better (rather than perfect) solution is desired.
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They had been primed by James Surowiecki's 2005 popular book on crowd wisdom, whose central thesis is, Large groups of people are smarter than an elite few, no matter how brilliant better at solving problems, fostering innovation, coming to wise decisions, even predicting the future (from the Amazon website).
For each problem Google solves this way, it gets better at solving other problems.
Outside of the lab, software programmers are better at solving analytical problems when they are happier.
Research also shows that diverse teams are better at solving complex problems and enjoy more dynamic workplaces.
The reason churches are better at solving the problems of poverty, ComCons argue, is that they unlike the government are not neutral about recipients' personal behaviour.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com