In the dynamic landscape of the modern workplace, the phenomenon known as ‘groupthink’ looms as a silent threat to innovation, critical thinking, and effective decision-making.
Coined by Social Psychologist Irving Janis in 1972, groupthink is the tendency to prioritise harmony and consensus over objective analysis in a group setting, often resulting in flawed outcomes and missed opportunities. Opposing opinions are suppressed or overlooked which leads to a false sense of agreement and certainty within a group - this makes it difficult to spot the signs.
Factors such as high cohesiveness, strong leadership influence, and insulated group structures can exacerbate groupthink tendencies.
How it manifests in the workplace
In the workplace, groupthink can occur during creative brainstorming sessions, strategic planning meetings, or decision-making processes.
Team members may hesitate to voice different opinions for fear of conflict or upsetting the status quo, leading to a narrow range of perspectives being considered. Additionally, hierarchical organisational structures can amplify groupthink, as junior employees may feel reluctant to challenge the opinions of senior stakeholders.
Impacts of groupthink
The consequences of groupthink can be extensive. Decisions made this way are often subpar, as critical scrutiny and diverse viewpoints have been sidelined. This can lead to missed opportunities, failed initiatives, and reduced organisational performance. Additionally, groupthink can stifle innovation and creativity, hindering a company's ability to adapt to the ever-changing market conditions needed to stay relevant.
According to Janis, these eight behaviours, or ‘symptoms’, can indicate that groupthink is occurring:
Illusions of unanimity lead people to believe that everyone agrees and feels the same way. People find it much more difficult to speak out when it seems that everyone else in the group is on the same page.
Unquestioned beliefs result in people ignoring possible moral problems and not considering the consequences of individual and group actions.
Rationalising prevents people from reconsidering their beliefs and causes them to ignore potential warning signs.
Stereotyping means people ignore, or even demonise, those who may oppose or challenge the group's ideas.
Self-censorship causes people who might have doubts to hide their fears or misgivings. Rather than sharing what they know, they remain quiet and assume that the group must know best. (This is also known as informational social influence – where people assume that others know more than they do.)
‘Mindguards’ act as self-appointed censors to hide problematic information from the group. Rather than sharing important information, they keep quiet or actively prevent sharing.
Illusions of invulnerability lead members of the group to be overly optimistic and engage in risk-taking. When no one speaks out or voices an alternative opinion, it causes people to believe that the group must be right.
Direct pressure to conform is often placed on people who pose questions, and those who question the group are often seen as disloyal or traitorous.
To spot the signs of groupthink, next time your team has a brainstorming session, look out for these behaviours and actively discourage them.
Strategies to mitigate groupthink
Organisations must foster an environment that encourages independent thought and constructive criticism of decisions.
Here are some strategies to mitigate groupthink:
Encourage diversity
This is probably the single most effective way to reduce groupthink. By embracing diversity of thought, background, and experience within teams, you can uncover different perspectives. These can help locate blind spots and challenge conventional practices. Actively encourage diversity to bring a wide range of opinions and perspectives to every decision-making process.
Promote psychological safety
Create an environment where every single team member feels comfortable expressing their opinion without fear of retribution. Leaders play a crucial role in setting the tone for open communication and respectful debate.
Play devil's advocate
Assign a designated devil's advocate to challenge existing assumptions and arguments during decision-making processes. This role encourages critical thinking and helps uncover potential flaws in proposed solutions.
Encourage independent thinking
Encourage team members to conduct independent research and analysis before group discussions. This ensures that each person brings diverse perspectives and well-informed opinions to the table that can be backed up.
Practice impartiality
When entering a discussion, leaders should take an impartial view and not state their preferences or expectations at the start. This will minimise the likelihood of junior members feeling unable to challenge senior employees’ opinions.
Divide into subgroups
From time to time, divide the group into two or more subgroups to meet separately, under different chairpersons, and then come together to discuss their group’s suggestions.
Embrace independent thought
Groupthink poses a significant challenge to effective decision-making and innovation in the workplace. By fostering a culture of open communication, diversity, and critical thinking, organisations can mitigate the risks associated with groupthink and unlock the full potential of their teams. Embracing independent thought not only leads to better outcomes but also cultivates a culture of continuous learning and improvement.
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