Decision-Making in Groups

All teams have to decide how to navigate through the decision-making process. Group decisions may suffer from groupthink, coordination problems, or process losses. This text explains the symptoms of groupthink and provides tools to avoid groupthink. The text will also offer tools and techniques for groups to make better decisions.

Groupthink

The crew of the space shuttle Challenger

Figure 11.12 In January 1986, the space shuttle Challenger exploded 73 seconds after liftoff, killing all seven astronauts aboard. The decision to launch Challenger that day, despite problems with mechanical components of the vehicle and unfavorable weather conditions, is cited as an example of groupthink.

Have you ever been in a decision-making group that you felt was heading in the wrong direction but you didn't speak up and say so? If so, you have already been a victim of groupthink. Groupthink is a tendency to avoid a critical evaluation of ideas the group favors. Iriving Janis, author of a book called Victims of Groupthink, explained that groupthink is characterized by eight symptoms:

  1. Illusion of invulnerability is shared by most or all of the group members, which creates excessive optimism and encourages them to take extreme risks.
  2. Collective rationalizations occur, in which members downplay negative information or warnings that might cause them to reconsider their assumptions.
  3. An unquestioned belief in the group's inherent morality occurs, which may incline members to ignore ethical or moral consequences of their actions.
  4. Stereotyped views of outgroups are seen when groups discount rivals' abilities to make effective responses.
  5. Direct pressure is exerted on any members who express strong arguments against any of the group's stereotypes, illusions, or commitments.
  6. Self-censorship occurs when members of the group minimize their own doubts and counterarguments.
  7. Illusions of unanimity occur, based on self-censorship and direct pressure on the group. The lack of dissent is viewed as unanimity.
  8. The emergence of self-appointed mindguards happens when one or more members protect the group from information that runs counter to the group's assumptions and course of action.


OB Toolbox: Recommendations for Avoiding Groupthink

  • Groups should do the following:
    • Discuss the symptoms of groupthink and how to avoid them.
    • Assign a rotating devil's advocate to every meeting.
    • Invite experts or qualified colleagues who are not part of the core decision-making group to attend meetings and get reactions from outsiders on a regular basis and share these with the group.
    • Encourage a culture of difference where different ideas are valued.
    • Debate the ethical implications of the decisions and potential solutions being considered.
  • Individuals should do the following:
    • Monitor personal behavior for signs of groupthink and modify behavior if needed.
    • Check for self-censorship.
    • Carefully avoid mindguard behaviors.
    • Avoid putting pressure on other group members to conform.
    • Remind members of the ground rules for avoiding groupthink if they get off track.
  • Group leaders should do the following:
    • Break the group into two subgroups from time to time.
    • Have more than one group work on the same problem if time and resources allow it. This makes sense for highly critical decisions.
    • Remain impartial and refrain from stating preferences at the outset of decisions.
    • Set a tone of encouraging critical evaluations throughout deliberations.
    • Create an anonymous feedback channel through which all group members can contribute if desired.