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    Groupthink

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    njsmajun

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    Groupthink

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    njsmajun
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    Groupthink

    Uploaded by

    njsmajun

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    © All Rights Reserved
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    This sheet is a handout material from Udemy course:

    Organizational Behaviour
    All rights reserved (Robert Barcik, [email protected]).

    Groupthink
    Groupthink is a term used in group dynamics to describe a major barrier to good
    decision-making. Coined by Irving Janis in the 1970s, it refers to a situation where the
    desire for agreement within a group becomes more important than evaluating
    alternative options. Instead of having a careful discussion, the group focuses on avoiding
    conflict and quickly reaching a consensus.

    This phenomenon is particularly prevalent in groups that are highly cohesive, where the
    pressure to conform can be intense. Such groups often prioritize the preservation of group
    harmony over the rigor of critical evaluation, leading to decisions that are not fully
    examined and may be based on incomplete information or poor logic. The resulting
    decisions, while harmonious on the surface, can be fundamentally flawed or outright
    erroneous.

    Symptoms of groupthink can vary but are unmistakably detrimental to the group's
    decision-making process. There is often an illusion of invulnerability, where group
    members develop excessive optimism and take extreme risks. Collective rationalization
    allows members to discount warnings and not reconsider their assumptions. There's also
    an unwarranted belief in the inherent morality of the group, leading members to ignore the
    ethical or moral consequences of their decisions.

    Other symptoms of groupthink include stereotyping opponents as weak or biased,


    pressuring those who disagree to conform, and members censoring their own differing
    opinions. The group often shares a false sense of unanimous agreement, and some
    members may act as 'mindguards' to protect the group from opposing information.

    The causes of groupthink are multifaceted. A significant factor is the level of cohesiveness
    within the group—the stronger the bond among group members, the higher the likelihood
    of groupthink occurring. This is often compounded by structural faults within the
    organization, such as insulation of the group, lack of impartial leadership, lack of clear
    decision-making procedures, and homogeneity of members' social backgrounds and
    ideology.

    To mitigate the risk of groupthink, several strategies can be employed:


    ● Firstly, Encourage Open Dialogue: Members should feel safe and valued when
    expressing different opinions, and disagreement should be seen as an important
    part of thorough decision-making.
    ● Then, Diversify Group Composition: It can bring a range of perspectives into the
    discussion, reducing the uniformity of thought that often accompanies homogenous
    groups.
    ● Next, Establish a Systematic Decision-Making Process: Implement methods that
    require each alternative to be evaluated on its merits to avoid quick consensus and
    bring thoroughness into discussions.
    ● Additionally, Seek Outside Opinions that provide fresh insights and counteract the
    isolation that contributes to groupthink. These external viewpoints can challenge
    the group's preconceptions and bring new information to light.
    ● Finally, Foster Shared Leadership and avoid overly directive leadership styles.
    Encourage a more equal discussion environment where all voices are heard and
    valued.

    In conclusion, while groupthink is an inherent risk in group decision-making, it can be


    mitigated through strategic action. By cultivating an environment that values critical
    thinking, diversity of thought, and systematic evaluation, groups can avoid the pitfalls of
    groupthink and make decisions that are both sound and robust.

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