The Business Book

114

See also: The value of teams 70–71 ■ Beware the yes-men 74–75 ■

Hubris and nemesis 100–03 ■ Organizational culture 104–09

T

he desire to belong is a

powerful human emotion.

We want to be accepted

and to be part of a group, which

explains why individuals may set

aside their opinions, remain silent

in meetings, and nod in agreement

even when they disagree. This

deterioration of individual “mental

efficiency, reality testing, and moral

judgment” was outlined by US

psychologist Irving Janis in 1972,

and is known as “groupthink.”

Groupthink is the idea that

concurring with others is the sole

overriding priority. It can become

so strong that it precludes realistic

assessment and analysis. Insulated

from contrary perspectives, groups

displaying groupthink self-justify

their own conclusions. Irrational

decisions may be made based on

false or incomplete information.

Irving noted that groups

displayed a series of characteristics

when groupthink gains hold. The

group begins to feel invulnerable,

which encourages extreme risk

taking. It collectively rationalizes

decisions, fails to check the reality

of assumptions, and ignores

warnings. It begins to assume

a position of moral superiority,

and fails to consider the ethical

consequences of its actions.

The challenge for managers is

to recognize groupthink and take

action to prevent it. Encouraging

dissent, assembling groups with

diverse demographics, and listening

to others’ opinions before airing

their views are means of doing so. ■

A C A M E L I S A

H O R S E D E S I G N E D

B Y C O M M I T T E E

A V O I D G R O U P T H I N K

Swissair went into liquidation in 2001.

Once labeled “the flying bank” due to

its profitability, the airline’s executive

structure displayed groupthink traits,

such as a sense of invulnerability.

IN CONTEXT

FOCUS

Group dynamics

KEY DATES

1948 US advertising guru

Alex Osborn promotes the

practice of “brainstorming”—

generating ideas in groups,

without criticism.

1972 US research psychologist

Irving Janis publishes Victims

of Groupthink.

2003 An investigation into

the Columbia space-shuttle

explosion cites a culture where

it was “difficult for dissenting

opinions to percolate up.”

2005 Robert Baron publishes

the academic paper “So Right

it’s Wrong,” claiming that

groupthink tendencies may

be confined to the early stages

of the formation of a group.

2006 Steve Wozniak, the

inventor of the first Apple

computer, advises creative

thinkers: “Work alone. Not on

a committee. Not on a team.”