Danger! Do You Groupthink?

Groups of otherwise smart people can sometimes make really dumb and even dangerous decisions. Learn about "groupthink" and its symptoms and remedies.

by Loren Ekroth, Ph.D.

Social psychologist Irving Janis coined the term "groupthink" in a construction that reminds of us George Orwell's classic novel 1984 and Orwell's unusual coined words like duckspeak, blackwhite, and crimethink.

Groupthink is the result of conversation which has strongly directive, top-down leadership, similarity of the social background and ideology of group members, and insulation of the group from alternative viewpoints and outside sources of information and analysis. Partisan political groups and religious sects are particularly susceptible to groupthink.

Most likely, each person reading this article has been in such groups from time to time. If we feel a bit uneasy but still "go along to get along," that could be a symptom of groupthink -- that we are in a group that tolerates no objections or challenges.

This circumstance is not at all rare, and happens throughout society -- in government, business life, the military, and even in university committees staffed by Ph.D.s. (Think back when Army Chief of Staff General Eric Shinseki was quickly fired in 2003 when he questioned the Administration's planned military resources for the Iraq war and would need twice the number of troops suggested by Secretary of Defense Donald Rumsfeld.)

Definition

Janis defined groupthink as "a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action."

Some groupthink experiences I have had

• Church board meetings that kow-towed to a minister
• University committees with an autocratic chair
• Business meetings with paternal, top-down management
• Professional association committees where everyone's "nice"
• Personal growth and encounter groups with directive leaders

Causes

It's not just the group cohesiveness (closeness) that causes the groupthink, however. Groupthink also requires that either the group be insulated from outside influences and lacks impartial leadership or the group experiences high stress from outside threats or recent failures - in short, is under pressure to agree and decide.

Some symptoms of groupthink

1. Direct pressure to conform on any member who questions the group.
2. Silence is taken to mean agreement.
3. Labeling those who are opposed to the group as evil, weak, or stupid.
4. Ignoring or rationalizing warnings that challenge the groups assumptions.
5. Self censorship of deviant ideas not held by the group.
6. Unquestioned belief in the "rightness" of the group by its members.

(Do these sound familiar? What's the last group you were in with such symptoms?)

5 ways to prevent groupthink

1. Leaders should give permission to each member to challenge ideas and to air objections. (See the excellent book by presidential historian Doris Kearns Goodwin about the cabinet chosen by President Lincoln: Team of Rivals. Lincoln had chosen his most ardent opponents to be his trusted aides because they were the most competent. Obviously, a leader has to be confident to do this.)

2. Members should talk about and solicit comments on the group's ideas with people outside the group.

3. The group should invite outside experts into meetings with permission to question the group's assumptions and thinking.

4. When superiors assign a task to a group, they should avoid expressing opinions about the outcome they'd prefer.

5. At each meeting, have a different member play "devil's advocate" to challenge thinking and conclusions. Such members must be immunized against any reprisals.

It takes both foresight and courage for group leaders or members to insist on such open dialogue and truly critical thinking. However, doing so can prevent costly, even deadly, mistakes.

An historical example occurred after the "Bay of Pigs" invasion: President Kennedy set up some preventatives against groupthink by inviting outside experts and allowing group members to question them carefully, then was deliberately absent from the group meetings to avoid influencing the groups. Finally, the Cuban missile crisis was peacefully resolved.

Most of us prefer to be accepted, liked, and to avoid conflict. We want others always to be "nice."

However, to engage in group thinking that is deep, clear, and logical, we will need more grit than "nice." We need to be open to challenges and also capable of challenging others.

Loren Ekroth © 2008, All rights reserved

Loren Ekroth, Ph.D. is a specialist in human communication and a national expert on conversation for business and social life. His articles and programs strengthen critical communication skills for business and professional people. Contact Loren at Loren@conversation-matters.com. Check out a wealth of valuable resources and articles at http://www.conversation-matters.com and subscribe to his weekly free Better Conversations ezine (which also entitles you to two very informative reports).

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