Build organizations that think better than their smartest person!

I want to start with something that might sting a little: most of the effort you've put into building a smarter, higher-performing team has been aimed at the wrong target.

You've hired for brilliance. You've invested in training. You've run offsite workshops, restructured reporting lines, brought in consultants. And yet the same patterns keep reasserting themselves — the committee that can't reach a decision, the team that's technically excellent but can't seem to innovate, the organization that talks about diverse perspectives and then reliably produces groupthink. That's not a talent problem. That's a structure problem. And structure is something you can actually change.

That's what Goodthink is built on: the rigorous, peer-reviewed, deeply counterintuitive science of how network shape determines collective intelligence. Not individual IQ, not personality fit, not leadership style — the actual topology of how your people are connected to each other and to information. When I first encountered this body of research, it reframed everything I thought I understood about organizations. The findings aren't gentle nudges at the margin. They're fundamental: the shape of a network predicts whether a crowd is wise or catastrophically wrong. It predicts whether a team will cooperate or defect. It predicts whether an organization will produce breakthrough innovations or settle into comfortable mediocrity. And crucially — it's designable.

In this seminar, I'll walk you through the four core decision challenges every leader faces, and show you exactly which network structures solve each one. We'll dig into herding behavior, echo chambers, coordination failures, and creative breakthroughs — not as buzzwords, but as structural phenomena with specific, detectable signatures. You'll learn what MIT Building 20 can teach you about assembling teams. You'll learn how your office layout and your Slack channels are shaping your organization's cognitive output right now, whether you intended them to or not. And you'll leave with a framework for intervening early — before a bad dynamic hardens into a bad outcome.

I designed Goodthink for leaders who are done with vague prescriptions and ready for precision. If you're willing to see your organization as a network — to become its architect rather than just its manager — this course will give you a set of tools that will genuinely change how you work. I'm glad you're here. Let's build something smarter.