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Avoiding Fatal Flaws in Group Decision MakingHave you ever thought about speaking up in a meeting and then 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". It doesn't always pay to follow the crowd. 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. Here, 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. Irving L. Janis coined the term "Groupthink," and published his research in the 1972 book, "Groupthink." His findings came from research into 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 because groups did not gather enough information to make an informed decision. How to Spot GroupthinkJanis suggested that Groupthink happens when there is:
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. Symptoms of GroupthinkRationalization: Peer Pressure: Complacency: Moral High Ground: Stereotyping: Censorship: Information that is gathered
is censored so that it also conforms to, or supports the chosen decision or alternative. Illusion of Unanimity: How to Avoid GroupthinkThe challenge for any team or group leader is to create a working environment in which Groupthink is unlikely to happen. It is important also to understand the risks of Groupthink – if the stakes are high, you need to make a real effort to ensure that you're making good decisions. Subscribe to Our NewsletterReceive new career skills every week, plus get our latest offers and a free downloadable Personal Development Plan workbook. Read our Privacy Policy To avoid Groupthink, it is important to have a process in place for checking the fundamental assumptions behind important decisions, for validating the decision-making process, and for evaluating the risks involved. For significant decisions, make sure your team does the following in their decision-making process:
There are many group techniques that can help with this, including the "Mind Tools" listed below. By using one or more of these techniques to accomplish aspects of the group's work, you will vary the group's ways of working, and so guard against Groupthink and help make better decisions. Tools That Help You Avoid Groupthink
How to Overcome GroupthinkHowever, if Groupthink does set in, it's important that you recognize and acknowledge it quickly, so that you can overcome it and quickly get back to functioning effectively. Follow these steps to do this:
Key PointsGroupthink 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 you feel you can't say or do anything about it, your enthusiasm will quickly fade. Teams are capable of being much more effective than individuals but, when Groupthink sets in, the opposite can be true. By creating a healthy group-working environment, you can help ensure that the group makes good decisions, and manages any associated risks appropriately. Group techniques such as Brainstorming, the Modified Borda Count and Six Thinking Hats can help with this, as can other decision making and thinking tools. Source: The material in this article is based on Groupthink by Irving L. Janis, and published in 1982 by Wadsworth, Cengage Learning. What is a group of people who are linked by common interest equal social position and usually similar age?peer groups: group of people who are linked by common interests, equal social position, and usually similar age.
What is the term for compliance in which people follow direct orders from someone in a position of authority?obedience. a form of compliance in which people follow direct orders from someone in a position of authority.
Is most appropriate when the group is dealing with emotional issues and when harmony solidarity and high morale are needed?Expressive leadership provides emotional support for members; this type of leadership is most appropriate when the group is dealing with emotional issues, and harmony, solidarity, and high morale are needed.
Which category is not included in sociologist Amitai Etzioni's classification of formal organizations?groupthink. Which category is NOT included in sociologist Amitai Etzioni's classification of formal organizations? b. division of labor.
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