Groupthink

Impact on LEADERSHIP AND BUSINESS

Treasure:

In leadership and business, groupthink can be seen as a “treasure” because it can bring about quick consensus and streamlined decision-making processes. When consensus is easily reached, decisions can be made quickly, which can be beneficial in situations requiring swift action.

It also fosters a strong sense of group cohesion, harmony, and unity, which benefits team morale and solidarity. When this is the case, it leads to a sense of shared purpose and a stronger group identity which can be valuable for the team and the organization.

Groupthink can also align team members closely with a company’s vision and mission, especially when these are clear and strongly advocated by leadership.


Risk:

However, the downside and “risk” to groupthink is that it can stifle creative and independent thinking and decision-making, leading to poor decisions and potentially damaging consequences for the group and the organization.

Because this bias suppresses dissenting viewpoints, creativity is reduced which limits the quality of decisions and outcomes.

Group members may also ignore relevant information that challenges their prevailing view, leading to a false sense of security and overconfidence in the group’s ability to solve problems. This can lead to the group taking unnecessary risks.

This bias creates significant blind spots in decision-making because often important alternatives and critical information may be overlooked, or even withheld from the group.

Under the influence of groupthink, ideas and decisions are reduced to the common denominator.

When people bring their opinions in line with one another as a group, massive errors can occur. In an environment where conformity is valued over creativity, innovation may be stifled, leading to stagnation.

To identify the groupthink bias in a leader, look for signs of a strong desire to unanimity among group members, a suppression of dissenting opinions or ideas, and a disregard for potential risks or negative consequences of a decision. It is also important to recognize the groupthink is more likely to occur in groups that are highly cohesive, insulated and have a high level of stress or pressure to make a decision that is time sensitive.

KNOW YOUR KNOTS - Learn to recognize when Groupthink is taking the lead.

Ask yourself:

Am I holding back my opinion because it differs from the group’s consensus?

Do I feel pressure to agree with the group’s decision?

Am I avoiding conflict at all costs?

Are alternative viewpoints being considered and discussed?

Is there an illusion of unanimity in the group?

Are we as a group too insulated from outside opinions?

Have I regretted group decisions in the past?


STRATEGIES to manage this bias: Pause – Perspective – Practice – Progress

Pause:
Ask yourself if you tend to avoid or downplay conflicts or disagreements within a group. Are you more focused on maintaining harmony than critically evaluating ideas?

Reflect on your behavior in group discussions. Do you actively discourage or dismiss opinions that differ from the majority, or do you encourage open dialogue and dissenting viewpoints?

Consider whether you tend to be swayed by the opinions of the group, even if you have reservations or doubts about a particular decision or idea.

Think about a past group decision. If you have regretted a decision made by the group because it was made too hastily or without sufficient critical evaluation, what will you do to avoid that happening again.


Perspective:
Seek external opinions and perspectives outside of the group and the organization.

Form decision teams with a mix of backgrounds, experiences, and perspectives to enhance diversity of thought.

Within the group, assign someone the role of challenging assumptions and decisions to stir discussion and elicit diverse perspectives.


Practice:
Break larger groups into smaller, independent teams to avoid the risk conforming to the larger group.

In all decision-making sessions, ensure that no one person holds too much sway.

A strong practice to prevent groupthink identified by Irving Janus is to make each member of the group a critical evaluator of ideas, thereby giving each member the license to express doubt or objection. Janus made clear that leaders should refrain from expressing an opinion and should also excuse themselves from some group meetings to avoid influencing the outcome of the group.

Examining all alternatives, and even inviting outside experts into group discussions are also effective preventative measures.

Leaders must encourage debate and avoid stating preferences at the outset to prevent bias.


Progress:
Educate your team and the organization about groupthink and its dangers, promoting a culture of critical thinking and healthy debate.

By managing groupthink in your organization, you can foster an environment of improved group decision-making where diverse perspectives are valued and considered, leading to effective and positive outcomes.