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Jan 9, 2018
Brenda Smyth
We’re all agreed then?
A number of years ago, I participated in a marketing focus group at a large corporation. Initially, as we discussed various product offerings, participants had both negative and positive contributions. Gradually, however, several dominant voices in the group enthusiastically (and unintentionally) overpowered the group with their glowing viewpoints. Encouraged by the even-more-enthusiastic moderator, those of us who had initially expressed misgivings were washed along in the sugary tide.
Groupthink happens when the individuals present stop challenging popular perspectives … a person’s desire to conform (or the pressure to conform) overrides the desire to find the best possible solution. Individuals may feel uncomfortable contributing thoughts, ideas and objections outside the norm. Or the group has become so homogenous (or was intentionally built that way), that members share thinking patterns and are likely to explain threats away. And while this behavior might help you reach a more speedy consensus, this narrowed thinking often weakens innovation and leads to decisions that aren’t well evaluated.
And, unfortunately groupthink isn’t reserved for focus groups. It happens on work teams as well. It also happens in workplace settings where participants have unequal rank or where the group leader punishes (however inadvertently) any dissent.
We look to groups because we know that more minds bring more ideas … and that individual decision making can be flawed by biases: Self-interest, limited knowledge or time, fear of failure and a multitude of other biases, suggests referenceforbusiness.com. (Read more about biases: NST Insights.) In an effort to eliminate these biases and generate more ideas, big decisions are often made by groups. But ensuring that individuals continue to think independently and contribute without pressure is critical to good group decision making.
(as noted by theunboundedspirit.com):
For the best decisions and more innovative ideas, try to prevent groupthink in the workplace. Encourage individual thinking and contributions. Create an environment where alternatives are carefully considered, challenged and appraised … where disagreement is expected. These measures will help ensure the best possible solutions aren’t overlooked or discarded.
Brenda Smyth
Brenda Smyth is supervisor of content creation at SkillPath. Drawing from 20-plus years of business and management experience, her writings have appeared on Forbes.com, Entrepreneur.com and Training Industry Magazine.
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