Recently, we explored why people can drive miles to attend a meeting, only to offer a one-phrase contribution: “I have nothing from my side.” Closely related to this is how executive committees, senior management teams, parents, and even government cabinets make bizarre decisions that even the interns in the organization could propose better alternatives. This phenomenon is called Groupthink.
Groupthink is what happens when a group reaches a unanimous decision about a possible action, despite clear evidence pointing to a better course. The term was first coined by social psychologist Irving Janis (1972), who sought to understand how groups of intelligent individuals could make brilliant decisions one day and disastrous ones the next.
Janis outlined eight symptoms of groupthink, divided into three categories. The first two arise from overconfidence in the group’s power. The next pair reflect the narrow lens through which group members view issues. The final four symptoms reveal the intense pressure to conform within the group.
1. Illusions of Invulnerability
The group displays excessive optimism and takes big risks. Members believe they are flawless and that everything they touch will succeed.
2. Collective Rationalization
Members rationalize any warnings or objections that challenge the majority’s view. Instead of considering dissent, they spin creative justifications to proceed with their original plan. (“Maybe they just don’t get it…”)
3. Belief in the Inherent Morality of the Group
There’s a conviction that whatever the group decides is automatically moral and right. They assume a moral high ground mistakenly thinking knowing right from wrong is the same as doing it.
4. Out-Group Stereotypes
Anyone who disagrees is labeled as “the problem.” The group views them as either disloyal, incompetent, or plain evil.
5. Direct Pressure on Dissenters
Those who question decisions are often pressured to conform, subtly or not.
6. Self-Censorship
Members hold back differing opinions, thinking, “If I’m the only one seeing this differently, maybe I’m the problem.”
7. Illusions of Unanimity
Silence is misinterpreted as agreement. If no one speaks up, the group assumes everyone is on board.
8. Self-Appointed Mind Guards
Some members take it upon themselves to protect the group from disruptive ideas by discouraging alternative ideas from being expressed in the group.
Escaping the Groupthink Trap
Groupthink isn’t easy to overcome because of its root in human interactions. But it can be tackled, starting at the family level. For example, parents can begin by accepting that they are not always right. A child’s school experience is unique, and their requests for change might be legitimate.
In teams, you don’t need to rationalize why others disagree with you. They might have a point that exposes the flaw in your logic. And as for stereotypes stop dismissing ideas based on who says them. Even if you’ve had past issues with someone, it doesn’t mean they can’t offer value.
Reference
Janis, I. L. (1972). Victims of groupthink: A psychological study of foreign-policy decisions and fiascoes. Houghton Mifflin.