Groupthink, 5 Methods to Mitigate Its Harm

Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without considering dissenting opinions or evaluating the consequences or alternative solutions.

Definition of Groupthink:

Groupthink in English is Groupthink.

Groupthink is the phenomenon where a group of individuals reaches a consensus without considering dissenting opinions or evaluating the consequences or alternative solutions. Groupthink is based on the common desire not to disrupt the balance of a group. This desire creates a sense of cohesion within a group, leading to the suppression of creativity and individuality to avoid conflict.

In a business environment, groupthink can cause employees and supervisors to overlook underlying issues in pursuing consensus thinking. Because individual critical thinking is not emphasized or welcomed, employees may self-censor and refrain from proposing alternative options out of fear of disrupting the status quo.

Content about Groupthink:

A Brief History of the Concept of Groupthink

Social psychologist at Yale University, Irving Janis, introduced the term groupthink in 1972. Janis hypothesized that intelligent groups sometimes make the worst decisions based on several factors. For example, group members may all have similar backgrounds that could isolate them from the opinions of outside groups.

Some organizations lack clear rules for decision-making. Groupthink occurs when one side overlooks reasonable options and makes irrational decisions.

Characteristics of Groupthink

Janis identified 8 signs or characteristics of groupthink, all of which lead to flawed conclusions.

1. Delusion of invincibility: Group leaders or the majority of members make others overly optimistic, excessively daring about the reality of the group, or the solutions they have found.
2. Absolute faith: This makes members underestimate the rightness of the issue and the consequences of their actions for themselves and the group.
3. Advocacy: Members try to consider solutions in a superficial way, trying to dig deeper into the positive aspects to ignore the risks and potential dangers of that solution.
4. Stereotyped thinking: Members tend to resent, reject, or dismiss the views or contributions of others/other groups even when those contributions are useful.
5. Self-checking: When expressing a viewpoint in a group work session, each person must analyze the pros and cons of their own contribution. Typically, “self-checking” is a sign that someone is intentionally avoiding mentioning the harmful aspects of the issue.
6. “The gatekeeper“: These are members who have the ability/effort to hide conflicting information within the group, making people not have enough necessary data to express their own views.
7. Illusion of unanimity: This is a phenomenon where members avoid deep thinking, making everyone believe that everyone has agreed with each other.
8. Direct pressure: Those who dare to question the group will be considered disloyal or treacherous.

In summary, the group may have a delusion of invincibility and believe that nothing can make the group decide wrong.

In general, the group rationalizes all negative outcomes. Members are convinced of the rightness and righteousness of their reasons, so they ignore any ethical constraints on their decisions. Group organizations tend to ignore proposals from anyone outside the group.

Anyone who opposes within the group is pressured to achieve consensus. Once pressure is applied, members will self-censor to avoid being isolated by other members. Once decisions are made, it means that all members of the group agree. Some group members may act as gatekeepers; they prevent dissenting opinions from reaching organization leaders.

5 Solutions to Limit the Harm of Groupthink

There are several steps that working groups can consider to minimize the harm of groupthink. The role of the group leader in this case is significant in limiting groupthink.

The group leader can divide members into smaller groups, ask counter questions/oppose the opinions expressed, and provide opportunities for members to express their views.

Here are 5 specific solutions that Janis suggests:

1. Group leaders should avoid stating their own opinions and desires. Let members express their opinions first.
2. Appoint one or more people to play the role of arguing against the opinions expressed.
3. Discuss opinions within the group with outsiders to obtain the most objective viewpoints.
4. Encourage members to have critical thinking, and do not restrict dissenting opinions.
5. In many cases, group leaders should limit their presence to avoid influencing the thinking process of group members.

According to Irving L. Janis: “The firm belief of members in the correctness of the group and the distorted stereotypes of the opponent make them lack the balance between interests and other values, especially when members begin to abuse violence to solve problems.”

The belief “we are a good team” makes them see the consensus of the group as a criterion for judging the rightness and effectiveness of the solutions. Moreover, the mindset that “everything we do has good intentions” further reinforces the belief among members that the decision they made was the right one. Negative biases towards opponents further reinforce the group’s mentality and pride in their noble goals.

For these reasons, “groupthink” is a phenomenon that everyone should avoid, especially office workers and those who regularly work in groups. This fact also indicates that the role, vision, and living insight of the group leader are extremely important.

Finally, Janis advises that if you feel unheard, your contributions are consistently rejected with vague, unsubstantiated reasons, or not explained adequately, actively seek out a more suitable working group. If this continues, you may feel stressed, worse, increasingly doubting your own capabilities, and creativity may be difficult to develop.

If you can minimize the harmful effects of groupthink, you can restructure your business and improve your business management efficiency.

(Documentation: investopedia.com; verywellmind.com)