Le Bon drew attention to the particularities of groups over 100 years ago. Dynamic groups can bring about an increase in quality. However, to me it would seem more important to realise that intelligence is inversely proportional to the size of groups.

Even well-trained and intelligent employees again and again fail to recognize the fact that information (including news on the television, the content of the computer hard disc, small talk with colleagues and a chat with friends down at the local) does not necessarily qualify as knowledge. "Knowledge" means information which can be used for action, whereby the emphasis is on "can". After all, how many people are there who could, would, would like to act but have inhibitions or the action is prevented by a superior. The rash ones, on the other hand, often act without thinking of the consequences in the network of associated procedures. Mark Twain said very explicitly: "Ignorance and insolence must come together and success is sure." All this must be taken into account by quality management so that it is possible to proceed according to 9 rules which Daniel Benor, the inventor of T+V (Train and Visit), introduced in his team for the world bank in order to increase the harvest yield in the developing countries:

Benor also held the view: "If the farmers don't follow a recommendation, it was a bad one. The farmer is always right." I wonder what the ideal size is to ensure responsible, efficient action. It is certainly not to be found in the mammoth company. But "multipliers" must exist.