Explain what the term groupthink means. Describe at least three (3) of the characteristics that groups that practice groupthink have. Why is it said that when groupthink dominates group deliberations, the likelihood of poor decision making increases?
Explain what the term groupthink means. Describe at least three (3) of the characteristics that groups that practice groupthink have. Why is it said that when groupthink dominates group deliberations, the likelihood of poor decision making increases?
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Question
Explain what the term groupthink means.
Describe at least three (3) of the characteristics that groups that practice groupthink have.
Why is it said that when groupthink dominates group deliberations, the likelihood of poor decision making increases?

Transcribed Image Text:Role of groupthink in the financial crisis
When members and leaders of an organization are captured by their beliefs, they only see what
they want to see. When this shortcoming is combined with ambition and greed, a feedback loop
develops that prevents information from being correctly interpreted and distorts reality. Group
members may rationalize or ignore warning signs that oppose their beliefs and develop illusions
of invulnerability. Aspects of these processes are seen by many historians as the basic
explanation for the excessive credit expansion that in 2007 fueled the subprime mortgage crisis
and subsequent financial crisis. In the years leading up to the crisis, clear warnings that serious
trouble was imminent were ignored. The respected chairman of the US Federal Reserve, Alan
Greenspan, was a strong advocate of free markets and supported minimal intervention. He was
also known to be unreceptive to ideas that challenged his own. As William White, economist and
head of the Bank for International Settlements, recalls: "Greenspan always demanded respect."
And who could question Greenspan? He was a financial superstar, and everything was going
well. As White later stated: "When you're inside the bubble, everybody feels good, and nobody
wants to believe that it can burst." White was the only central banker in the world willing to
challenge or criticize Greenspan and his ideas. He predicted the proximity of the financial crisis
years before it occurred and presented a document to the central banks that contradicted all of
Greenspan's ideas. Despite White and his team's persistent criticism of mortgage securitization,
explanations of the dangers of subprime lending and presentation of evidence about the lack of
credibility of rating agencies, few people listened. in the top-secret world of central banking. In
White's words: "In some ways, everyone expected that it wouldn't go down, as long as you didn't
look at the downsides." Central bankers knew all the ingredients of the financial crisis two years
before it broke. Even the Mortgage Insurance Companies of America, an association of mortgage
providers in the United States, sent a letter to Alan Greenspan expressing deep concern about
subprime mortgage lending practices, but also including suspicion that the Fed could be using
incorrect data. However, the data and warnings were ignored because the economy was doing
well and billions of dollars in bonds were being placed on Wall Street every day. No one was
eager to end the party. When Ben Bernanke took over for Greenspan in early 2006, he, too,
ignored the warnings. Even when the financial crisis began, Bernanke downplayed the risk of the
problems, which caused them to spread further. We now know that the problems and concerns
raised by White and others have shaken the foundations of the world economy. To reduce the
chances that groupthink will undermine the financial sector again, some experts have suggested
that diversity should be increased in senior management and among those who develop products
that put the financial system at risk. People who are similar (in age, race, education, gender, etc.)
tend to think the same way, and those with different backgrounds may be more willing to
challenge ideas and counter the effects of groupthink.
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