In 2003, the space shuttle named Columbia exploded upon reentry into the atmosphere, and the tragedy is that there was no crew that came back safely to Earth. The Columbia Accident Investigation Board (CAIB) which had responsibility for investigating this crisis, found that the main factor which made the shuttle blow up was the bad decision made by the Mission Management Team (MMT). Even though the MMT had many pieces of information and evidence from the Debris Assessment Team (DAT) showing that the large foam might have caused damage to the Columbia and how much the DAT worried about the mission, they did not pay much attention. Moreover, the leader of the MMT decided for everyone on the team that the shuttle was safe and the foam strike was inconsequential. In fact, the performance of the MMT is a powerful demonstration of the way in which a small group can bring about critical failure.
Small groups, today, is ubiquitous and becoming a substantial part of people’s work lives. Many organizations have made every effort to find how to make groups run successfully and how to make group interactions more productive. Sometimes, group dynamics can contribute to the failure and poor judgments. Surowiecki (2010) said that “instead of making people wiser, being in a group can actually make them dumber” (p. 441). So as to make every member think smarter and work together effectively, avoiding important pitfalls is the best way to reach those goals.
[What a successful rethinking and recreation of your introduction! Your introduction is excellent! ]

First of all, confirmation bias should be avoided in order to make a small group work well. Confirmation bias is the circumstance that members in the group gather information selectively or interpret evidence in a biased way. Garold Stasser, a social psychologist, conducted an experiment on confirmation bias with a group of