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Avoiding Groupthink

Avoiding sometimes-fatal flaws in group decision-making

Have you ever thought about speaking up in a meeting or some other type of group setting and decided against it because you did not want to appear unsupportive of the group's efforts? Or led a team in which the team members were reluctant to express their own opinions? If so, you have probably been a victim of "Groupthink".

Groupthink is a phenomenon that occurs when the desire for group consensus overrides people's common sense desire to present alternatives, critique a position, or express an unpopular opinion. The desire for group cohesion effectively drives out good decision-making and problem solving.

Two well-known examples of Groupthink in action are the Challenger Space Shuttle disaster and the Bay of Pigs invasion. Engineers of the space shuttle knew about some faulty parts months before takeoff, but they did not want negative press so they pushed ahead with the launch anyway. With the Bay of Pigs invasion, President Kennedy made a decision and the people around him supported it despite their own concerns.

The term "Groupthink" was coined by Irving Janis in 1972 when he was researching why a team reaches an excellent decision one time, and a disastrous one the next. What he found was that a lack of conflict or opposing viewpoints led to poor decisions, because alternatives were not fully analyzed, and therefore groups did not gather enough information to make an informed decision.

How to spot Groupthink

Janis suggested that Groupthink happens when there is:

• A strong, persuasive group leader.
• A high level of group cohesion.
• Intense pressure from the outside to make a good decision.

In fact, it is now widely recognized that Groupthink-like behavior is found in many situations and across many types of groups and team settings. So it’s important to look out for the key symptoms...(Sign in to read more.)

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Key Points

Groupthink can severely undermine the value of a group's work and, at its worst, it can cost people their lives.

On a lesser scale, it can stifle teamwork, and leave all but the most vocal team members disillusioned and dissatisfied. If you're on a team that makes a decision you don't really support but feel you can't say or do anything about it, your enthusiasm will quickly fade.

Teams are capable of being much more effective than the individual but, when Groupthink sets in, the opposite can be true. By creating a healthy group-working environment, you can help ensure the group makes good decisions and manages any associated risks.

Group techniques such as Brainstorming, the Nominal Group Technique and Six Thinking Hats can help with this, as can other decision making and thinking tools.

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