Cxxxxvi) not handling groupthink, which occurs when a group values cohesion and agreement so highly that it overrides realistic appraisal of options and consequences.
"...A conflict or opposing views led to poor decisions, because the alternatives were not fully analysed and the group did not gather enough information to make an informed decision..."
Irving Janis as quoted by Mindtools Content Team, 2025a
Three categories and 8 symptoms of groupthink:
- Overestimation of the group
- Illusion of invulnerability (belief that the group can do no wrong, leading to excessive risk-taking, eg
“…Our track record speaks for itself. We are unstoppable!...”
Mindtools Content Team, 2025a)
- Belief in inherent morality, ie moral high ground (assuming the group's decisions are morally superior.
“…When morality is used as a basis for decision making, the pressure to conform is even greater with no individual wants to be perceived as immoral..."
Mindtools Content Team, 2025a)
- Closed-mindedness
- Rationalization (discounting warnings or opposing views with faulty justifications, ie
"...Members convince themselves that despite evidence to the contrary, the decision…… being presented is the best one..."
Mindtools Content Team, 2025a)
- Stereotyping outsiders (viewing dissenters or rival groups as weak, evil, inferior or unintelligent.)
- Pressure toward uniformity, ie peer pressure
- Self-censorship (members withhold doubts or counter-arguments.)
- Illusion of unanimity (silence is seen as consent.)
- Direct pressure on dissenters (members who disagree are pressured or ridiculed into compliance.)
- Gatekeepers (some members act as gatekeepers, shielding the group from dissenting information.)
Some Ways to Prevent or Handle Groupthink
|
Strategies |
Explanation |
|
Encourage open debate |
Create an environment where all viewpoints are welcomed without penalty, eg during brainstorming (helps ideas flow without criticism.) |
|
Assign a Devil’s Advocate |
Designate someone to challenge ideas and assumptions critically. |
|
Break into smaller groups |
Discuss issues in subgroups before reconvening, to encourage the area of diverse perspectives. |
|
Invite external experts |
Outsiders can bring fresh, unbiased views and challenge internal assumptions. |
|
Promote anonymous feedback |
Use surveys or tools that allow members to express concerns without pressure of self-identifying. |
|
Leaders withhold opinions initially |
Prevents early bias or pressure to conform; leaders should facilitate, not dominate. |
|
Second-chance meetings |
Revisit decisions after a cooling-off period to allow reconsideration. |
Real-World Examples of Groupthink
- Bay of Pigs Invasion (1961) (US officials failed to question flawed plans due to pressure to agree with JFK’s vision.)
- Challenger Disaster (1986) (NASA ignored engineers’ warnings about O-ring failure because of schedule pressure and group consensus.)
- Enron Scandal (culture of arrogance and internal pressure led to unethical decisions and financial collapse.)
Summary
Groupthink thrives in environments that
- Overvalue cohesion
- Discourage dissent
- Prioritize speed over scrutiny.
Handling it involves designing group processes that value critical thinking, open dialogue and psychological safety, eg
- Exploring objectives.
- Exploring alternatives.
- Encouraging ideas to be challenged without reprisal.
- Examining the risks if the preferred choice is chosen.
- Testing assumptions.
- If necessary, going back and re-examining initial alternatives that were rejected.
- Gathering relevant information from outside sources.
- Processing this information objectively.
- Having at least one contingency plan.