Groupthink is a mode of thinking in which members' premature striving for consensus overrides their ability to realistically assess alternative courses of action. A case in point is the Challenger disaster. Once consensus was reached, nobody dared question the agreement, even if the consequences were catastrophic.

Groupthink comes from group cohesiveness. It occurs where procedures are used to arrive at consensus, usually in an organization which is characterized by strong bonding, a strong feeling of solidarity, high morale, and where members want success.

Three factors lead to it:

• group members are highly insulated from outside information
• there is a stressful decision making situation
• these are usually accompanied by severe budgetary pressures.

Eight symptoms characterize groupthink:

• group members develop an illusion of invulnerability, thinking the group is immune from error
• the "inherent morality of the group" means the group thinks they are making an ethical choice, but their decision may actually be counter to proper ethics
• closedmindedness and rationalization make the group focus on past success as an indication of future success, ignoring any data from within the group that counters that illusion
• negative stereotypes of outsiders make group members less receptive to their valid criticism, thinking "outsiders are out to get us"
• self-censorship means that dissenting members of the group devalue their own ideas when they are in conflict with the group consensus
• direct pressure is brought to bear on members who appear to disagree; any deviation from consensus is met with scorn; dissent is unacceptable and disloyal
• the presence of "mind guards" that threaten group consensus suppresses important documents and conflicting data, such as memos that are labeled "confidential" and are never read
• there is an illusion of unanimity and false unity.

Those who want so speak out are censored. Members are encouraged to go with the decision. Thus, they override any realistic thinking about alternatives.

Research shows that we can change this. A good leader can foster positive decision-making. To do this:

• foster an open climate of discussion
• avoid insulating yourself form outside criticism
• assign everyone the role of critical evaluator
• avoid being too directive or exerting too much influence on the group.

The success of group decision making depends on the group's ability to confront one another, to exercise reason, and to make decisions together.

Back to Leadership and Innovation