The Idea: Of all the lies that exist in any team, the one that is most subtle (and dangerous) is Groupthink. Groupthink is a common phenomenon where the need for team consensus overrides other people’s alternative views. Teams most vulnerable are the ones comprised of people of similar backgrounds and ones who don’t invite outside or contrarian views. Our need to belong creates an internal desire for team harmony which often times encourages irrational decisions, a loss of individual creativity, and conformity. How do the best still fall victim to Groupthink and can it be dismantled?
Where do we suffer from Groupthink?
The more time you spend in teams or work in open space work areas, the more you are vulnerable to groupthink. We are all digitally connected, addicted to activities, and we have lost the skill of quietly pausing and pondering new ideas without the on-going influence of others. Fear of retribution discourages us from offering controversial ideas; inability to see past a current point of conversation inhibits our creativity; oblivious leadership moves conversation quickly down a wrong path. These are all reoccurring problems that only diligent leaders can stop. Please tell me if you can relate to these:
- We set unrealistic, unattainable goals, or suppress creativity because the strongest person in the meeting often eliminates new ideas.
- We over value our personal skills and impact while being negatively influenced by others charisma.
- We focus on too many “non-mission critical” business objectives- becoming distracted.
But why do teams allow this to happen?
Like many things, groupthink is a top-down problem. Leaders who are overtly biased, who do not value expression and vulnerability can singlehandedly misdirect a meeting. If a team has recently failed or feels threatened and the meeting leader does not dismantle insecurities, groupthink can occur. Even overconfidence & reputational concern cause groupthink. It’s tough to avoid.
Source: Originals: How Non-Conformists Move the World by Adam Grant
How do we reduce the probability of Groupthink?
We all love certainty, and need disruptors who interrupt our patterns. Teams willing to play devil’s advocate generate about forty-eight percent more solutions to problems. Disrupters and dissenters are incredibly valuable not only because they can remind a group what they might’ve missed, but also their disruption can remind a group that they probably did miss something. They don’t even need to be right, they just need to make you think!
Here are three ideas to ponder in eliminating Groupthink in your next meeting:
- Have members go away to uncover an idea while not being influenced by others in the room. Then have them come back and share their ideas.
- We must all look to someone on the team (or outside) that has the power to “CHECK us.”
- Groupthink manifests around a culture with a stronger leader. How do you disperse leadership?
Disruptors stimulate divergent thoughts that contribute to the detection of novel solutions, which are better! Encouraging safe dissent, on-going pausing and reflection is core to neutralizing groupthink.
