But researchers who study groups have found that this isn’t so. Rather, a group’s intelligence emerges from the interactions that go on within the group. A team’s intelligence can be measured, and like an individual’s IQ score, it can accurately predict the team’s performance on a wide variety of tasks. And just as an individual’s intelligence is expandable, a group’s intelligence can also be increased. Here are five suggestions on how to guide the development of smart teams: Choose team members carefully. The smartest groups are composed of people who are good at reading one another’s social cues, according to a study led by Carnegie Mellon University professor Anita Williams Woolley and published in the journal Science. Talk about the "how". Many members of teams don’t like to spend time talking about "process", preferring to get right down to work―but Woolley notes that groups who take the time to discuss how they will work together are ultimately more efficient and effective. Share the floor. In the most intelligent teams, found Woolley, members take turns speaking. Participants who dominate the discussion or who hang back and don’t say much bring down the intelligence of the group. Alex Sandy Pentland, an MIT professor who studies group dynamics, has found that in smart teams, members connect directly with one another―not just with the team leader―and they’re constantly engaging in "back channel" or side conversations that supplement the main discussion. Boost informal social connections among members. The smartest teams spend a lot of time communicating outside of formal meetings, says Pentland. He tells of a call center where team members’ coffee breaks were staggered across the workday. Changing the schedule so that all members had a coffee break at the same time led them to do their work more efficiently and feel more satisfied with their jobs. Be open to external influences. In the most successful groups, Pentland discovered, team members regularly take off on their own to explore and discover. They then bring that information back to the group, stimulate the group’s work with fresh insights from the world outside the conference room.By saying "Be open to external influences" (Line 1, Para. 7), the author suggests ______. A．team members are willing to explore and discover on their ownB．team leaders can improve their teams’ work with some fresh ideasC．smart teams absorb new insights from the world outside the meeting roomD．smart teams often hold a brainstorming session outside the conference room

What makes a group intelligent You might think a group’s IQ would be simply the average intelligence of the group’s members, or perhaps the intelligence of the team’s smartest participant. But researchers who study groups have found that this isn’t so. Rather, a group’s intelligence emerges from the interactions that go on within the group. A team’s intelligence can be measured, and like an individual’s IQ score, it can accurately predict the team’s performance on a wide variety of tasks. And just as an individual’s intelligence is expandable, a group’s intelligence can also be increased. Here are five suggestions on how to guide the development of smart teams: Choose team members carefully. The smartest groups are composed of people who are good at reading one another’s social cues, according to a study led by Carnegie Mellon University professor Anita Williams Woolley and published in the journal Science. Talk about the "how". Many members of teams don’t like to spend time talking about "process", preferring to get right down to work―but Woolley notes that groups who take the time to discuss how they will work together are ultimately more efficient and effective. Share the floor. In the most intelligent teams, found Woolley, members take turns speaking. Participants who dominate the discussion or who hang back and don’t say much bring down the intelligence of the group. Alex Sandy Pentland, an MIT professor who studies group dynamics, has found that in smart teams, members connect directly with one another―not just with the team leader―and they’re constantly engaging in "back channel" or side conversations that supplement the main discussion. Boost informal social connections among members. The smartest teams spend a lot of time communicating outside of formal meetings, says Pentland. He tells of a call center where team members’ coffee breaks were staggered across the workday. Changing the schedule so that all members had a coffee break at the same time led them to do their work more efficiently and feel more satisfied with their jobs. Be open to external influences. In the most successful groups, Pentland discovered, team members regularly take off on their own to explore and discover. They then bring that information back to the group, stimulate the group’s work with fresh insights from the world outside the conference room.By saying "Be open to external influences" (Line 1, Para. 7), the author suggests ______. A．team members are willing to explore and discover on their ownB．team leaders can improve their teams’ work with some fresh ideasC．smart teams absorb new insights from the world outside the meeting roomD．smart teams often hold a brainstorming session outside the conference room