Groupthink: Tips to Avoid

Groupthink is when a small or large group of like-minded people select and focus on a target upon which supporting information, data, and intelligence are manipulated or ignored, and irrational decision-making influences the strategic and tactical direction needed to reach the target. Examples include 1) the Bay of Pigs to stop the spread of communism, 2) the Iraq War to bring democracy and stabilize the Middle East, 3) the public resistance to COVID-19 mandates that violate personal rights, and 4) the 1996 Mount Everest climb, where ego led to fatal decisions.

Behaviors and influences that drive individuals in a groupthink setting include perceived control, self-confidence, conscientiousness, and peer interpersonal relationships. Perceived control occurs when individuals believe their actions are driven by themselves and not by outside influence. Self-confidence occurs when the individual believes they have the knowledge and skills to succeed.  Conscientiousness occurs when the individual accepts responsibility and believes that their actions, not outside people or information, achieve success. Interpersonal relationships are marked by the need to lead or rise in stature and rank (Riccobono & Bruccoleri, 2016).

The first step in guarding against groupthink begins with the hiring process. When job competencies, descriptions, interviews, and general hiring practices are the same throughout the organization, distinguishing company needs becomes a risk. To avoid this, the above-listed practices should be tailored to a specific job and include the candidate’s cultural diversity to enhance the team. (Ware, 2017).

Techniques to avoid groupthink on projects include: 1) consider more than one method and make a list of criteria for decision-making. Select a diverse group of models, including the POP-DOC loop, Rational decision-making, Bounded rationality decision-making, Vroom-Yetton decision-making, and the recognition primed model. 2) Capture and discuss all aspects of the problem. What are the risks, and what are the rewards? Seek different perspectives from team members and stakeholders. 3) Ensure the goal is transparent to the group. Why is the project important? What objectives need to be met, and how are they prioritized to achieve the goal? What is the timeline? 4) Use subgroups to support the project team. For example, the Incident Management System section leaders (Command, Finance, Logistics, Operations, and Plans) would be the primary group in disaster management. Functional subgroups for the Command Section could include the Public Information Office, Liaison Office, and Safety Office. Outside experts could also be included in the subgroups (Whyman, 2005).

References

Riccobono, F., & Bruccoleri, M. (2016, April 16). Groupthink and project performance: the Influence of personal traits and interpersonal ties. Production and Operations Management, 25(4), 309-629. Retrieved from https://web-p-ebscohost-com.ezproxy1.apus.edu/ehost/pdfviewer/pdfviewer?vid=0&sid=ae0e71cb-e01c-479b-87b6-18405810befa%40redis

Ware, G. (2017, November). Avoid groupthink. Smart Business Cleveland, 29(3), 14. Retrieved from https://apus.primo.exlibrisgroup.com/discovery/fulldisplay?docid=cdi_proquest_reports_1989500065&context=PC&vid=01APUS_INST:01APUS&lang=en&search_scope=MyInst_and_CI&adaptor=Primo%20Central&tab=Everything&query=any,contains,How%20to%20avoid%20groupthink& o

Whyman, W. (2005, May/June). A Question of Leadership. Leadership in Action, 25(2), 1–3. Retrieved from https://web-p-ebscohost-com.ezproxy2.apus.edu/ehost/pdfviewer/pdfviewer?vid=0&sid=f04bf528-c17c-4974-b5e5-76045fea7da5%40redis