As more companies use collaboration to manage teams, leaders should be cautious of a behavior that can cause damage to the health of an organization. Groupthink is the mindless compliance of group members to avoid the potential of negative views within the group. This type of conformity presents challenges to mental efficiency, reality testing, and ethics (Kinicki & Kreitner, 2009).
Groupthink is dangerous because members of the team try to be unanimous in thought. The group ignores external information that could help the group decide the best course of action to a situation. This poses a high risk in error as all solutions are not considered.
Mindless compliance can lead to concurrence seeking. This is when members of the group may discourage discussions to avoid disagreements and considering alternatives.
Because these groups often appear harmonic, this behavior is hard to identify. This type of decision making is toxic because the group is not being realistic. The group believes its correct and becomes defensive. It considers itself above reproach.
So how can you identify whether groupthink exists in your team?
Signs of Groupthink
Although difficult to identify, there are several characteristics of groupthink you can look for:
Illusion of unanimity
No one speaks up in the group. Each team member assumes that everyone in the group is in agreement, and so members who disagree may stay silent. They do not want to appear to be the odd person.
Peer Pressure
Each member in the group feels pressured to conform to the group.
Illusion of Invulnerability
The group believes their thinking is flawless and are above reproach. The group optimistically decides they made the best decision despite not exploring all options.
Inherent Morality
Members of the group ignore any ethical issues that may exist from their decision. Their flawed thinking allows them to believe they are morally correct.
So how does one overcome groupthink?
Overcome Groupthink
The best way to overcome groupthink is to prevent it. Here are best practices** you can do to avoid groupthink at your firm:
- Assign each group member as critical evaluator. Their job is to voice any objections and doubts.
- Senior leaders should avoid using policy committees to rubber-stamp decisions that are already made. Create a subgroup and use outside experts to provide a fresh perspective
- Assign the role of devil’s advocate to someone else to uncover every conceivable negative factor.
- Once consensus is reached, each member should rethink their position to double-check for flaws.
Groupthink can sabotage the best intentions of team management. By taking a proactive approach to prevent this behavior, organizations can maximize productivity, and ultimately save their bottom line.
Learn more:
The Psychology of Groupthink – Psychology Today
*Kinicki, A. & Kreitner, R. (2009). Organizational behavior: Key concepts, skills & best practices. Boston: McGraw-Hill Irwin; Janis, I.L. ibid.
**Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes. Boston: Houghton Mifflin. ISBN 0-395-31704-5.; Johnson, D.W., & Johnson, F.P. (2009).
Joining together: Group theory and group skills (10th ed.). New York: Pearson/Allyn and Bacon. ISBN: 9780536078001
