Groupthink derails strategy
What do you do if you want to drive new strategy, invoke change or just do better in an organisation that is stuck in groupthink?
Groupthink is a dangerous anchor on modern business. In a world of fast changing ecosystems and challenges to business success, groupthink will stop a business in its tracks.
What is groupthink?
Groupthink is a psychological phenomenon in which people strive for consensus within a group. This consensus seeking means that key concepts or ideas are firmly fixed across the group and to be part of the group, people will accept the groupthink idea even when it sits outside what they know or believe on their own. The Groupthink about the idea becomes shorthand, and the only acceptable version of that concept. The term was first used in 1972 by Irving.
How does it happen?
In-Group theory suggests that people want to match the beliefs if a group to attempt to fit in. Over time, these beliefs become ingrained symbols of membership. Often the beliefs (the groupthink concept) becomes calcified, and even shifts to more and more extreme positions over time. Often it is driven by powerful leaders and fearful others who ‘toe the line’ as they are in fear of being excluded from the group.
Examples:
Groupthink is pervasive in groups. Think about the leadership at Enron, where the groupthink was that leaders could enrich themselves from the organisation regardless of the law. Or in Right wing extremist groups about out-group people. It can also be about the products in the market (our are always the best) or the opposition (they will never challenge us). It can also be in a sporting team around who should take the penalty shot.
The groupthink belongs to the particular in-group – whilst it exists, the groupthink will remain and potentially get stronger.
You may notice in your group:
- Forced unanimity: Members believe that everyone is in agreement and they have to feel the same way. It is often much more difficult to speak out when it seems that everyone else in the group is on the same page.
- Unquestioned beliefs: Members ignore possible moral problems and do not consider the consequences of individual and group actions.
- Rationalisation: Members rationalise the decisions and ignore warning signs of potential moral, legal or commercial risk.
- Stereotyping: Members of the in-group ignore or even demonize out-group members who may oppose or challenge the group’s ideas. This causes members of the group to ignore important ideas or information.
- Self-censorship: Members who might have doubts hide their fears or misgivings to ensure they stay in the group.
- Censorship: Members hide problematic information from the group. Rather than sharing important information, they keep quiet or actively prevent sharing.
- Risk blindness: Members can be overly optimistic and engage in risk-taking. When no one speaks out or voices an alternative opinion, people believe that the group must be right.
- Loyalty: members who challenge the status quo are often seen as disloyal or traitorous.
How do you break group think?
Groupthink will just as long as the group lasts. Shifting the group in ways that open it to new ideas (removal of members, addition of members, splitting etc) can all be ways to start this process.
Deal with any moral, legal or personally damaging issues directly and fearlessly. You cannot allow illegal or inappropriate actions of beliefs to continue once they are discovered. (If not, this only strengthens the group think by your silent complicity).
Ensure that individual members of the group are exposed to outgroup ideas in direct ways. The exposure allows learning and personal reflection and potentially belief change.
Encourage the members to focus on the bigger purpose, and stop the issue or topic being a marker of in-grouping.
Approach the topic with curiosity. As questions that challenge the members belief and morality around issues, often they will ease some of the self censorship and allow new information in to the belief system.
Questions should seek specific answers – do not allow generalisations and deletions in responses to stand (which people, which customers, which behaviour, which process, precisely?)
Summary:
Groupthink is one of the worst examples of group behaviour. Identifying it and working to break it can be critical to ensuring you can implement strategy, change and avoid massive risks that the groupthink blinds the organisation to.