The challenge facing executive teams in ensuring that sound decisions are made is simple: groupthink. Psychologist Irving Janis, who researched the subject extensively, defined groupthink
as the systematic errors made by groups when taking collective decisions.
The three layers of groupthink
1. Key causes: Include group cohesion, directive leadership and ideological homogeneity.
2. Common symptomatic behaviours: Include overestimation of the capabilities of the group, being closed-minded and pressure for uniformity.
3. Consequent decision-making flaws: Include inadequate contingency planning, insufficient information and biased assessments of risk, cost-benefits and moral implications.
Research has shown it is natural for teams (whatever their motivations and guidelines) to suppress dissent or information flow; have extreme attitudes; make extreme judgments; be less flexible in adapting their approach to changing circumstances, but – despite all this – have greater confidence in their decisions. Groups also tend to focus discussion on things they already agree about rather than things they disagree about, leading individuals to publicly endorse decisions viewed as normal for the group, despite privately holding reservations. Click here to read more..
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as the systematic errors made by groups when taking collective decisions.
The three layers of groupthink
1. Key causes: Include group cohesion, directive leadership and ideological homogeneity.
2. Common symptomatic behaviours: Include overestimation of the capabilities of the group, being closed-minded and pressure for uniformity.
3. Consequent decision-making flaws: Include inadequate contingency planning, insufficient information and biased assessments of risk, cost-benefits and moral implications.
Research has shown it is natural for teams (whatever their motivations and guidelines) to suppress dissent or information flow; have extreme attitudes; make extreme judgments; be less flexible in adapting their approach to changing circumstances, but – despite all this – have greater confidence in their decisions. Groups also tend to focus discussion on things they already agree about rather than things they disagree about, leading individuals to publicly endorse decisions viewed as normal for the group, despite privately holding reservations. Click here to read more..
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
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