What makes a team more than just a collection of individuals? In this episode of the Strategy and Leadership Podcast, Dr. Colin M. Fisher, Associate Professor of Organizations and Innovation at UCL School of Management and author of the forthcoming book The Collective Edge, reveals the hidden science behind group dynamics.
Drawing from his research and his early career as a professional jazz musician, Colin explains why groups take on “a life of their own,” how leaders can set up teams for success from the very first meeting, and what organizations can do to avoid groupthink. Whether you’re an executive, team leader, or manager, his insights will help you build stronger, more innovative teams.
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Key Topics Covered
- Why groups are more than the sum of their members.
- The critical role of the first meeting in setting norms.
- How leaders can balance over-engagement vs. under-engagement.
- The dangers of groupthink and how to counter it.
- Practical strategies for structuring teams and communication.
Why Groups Aren’t Just Individuals Working Together
Colin challenges the idea that a group is simply a collection of individuals. Instead, groups develop their own unique dynamics:
“When you have a five-person group and one person leaves, it can totally change the dynamic.”
He emphasizes that many leadership books focus only on self-improvement, overlooking how to intentionally shape group behavior. His book The Collective Edge aims to fill that gap by offering accessible science-backed strategies.
Lessons from Jazz and Sports
Drawing from his past as a jazz trumpet player, Colin compares organizational teams with ensembles and sports teams. The difference? In music and sports, roles and rules are clearly defined. In business, however, tasks are often ambiguous and roles unclear.
“In jazz, everyone knows their role. In business, managers need to create that structure.”
This insight highlights why organizational teams often struggle—and why leaders must actively design clarity into their groups.
Structuring Teams Thoughtfully
Colin warns that many leaders assign tasks to groups that aren’t truly “team tasks,” leading to wasted meetings and frustration. Instead, leaders must think carefully about:
- What tasks require collaboration versus individual work.
- Who should be on the team based on needed skills and perspectives.
- How the team will communicate, from meeting agendas to tools like Slack or WhatsApp
The First Meeting Matters
One of Colin’s most powerful insights is that the first meeting sets lasting team norms:
“In that first meeting, whoever talks the most, whoever talks the least—those norms tend to persist.”
This makes early leadership decisions critical. Clarifying purpose, repeating team goals, and establishing communication patterns from day one can determine long-term success.
Fighting Groupthink
Finally, Colin explains how to avoid the dangers of conformity and “yes people.” Promoting psychological safety, diversifying perspectives, and seeking outside input are all key to keeping teams fresh and innovative.
“Even in a group that starts off great, you’re going to start to think more alike over time. Fighting that off isn’t just a one-time thing.”
For leaders, this means continually challenging assumptions, welcoming newcomers’ fresh eyes, and encouraging dissent.
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About Dr. Colin M. Fisher
Dr. Colin M. Fisher is Associate Professor of Organizations and Innovation at University College London’s School of Management. He is the author of The Collective Edge: Unlocking the Secret Power of Groups (Penguin Random House / Simon & Schuster), which will be translated into seven languages. His research on group dynamics, creativity, and decision-making has been published in leading academic journals and featured in outlets such as BBC, Forbes, NPR, and Harvard Business Review.
Before academia, Colin was a professional jazz trumpet player and toured globally as a member of the Grammy-nominated Either/Orchestra. He now lives in London with his wife and two children.
🔗 Connect with Colin on LinkedIn
🔗 Learn more about The Collective Edge
