what is groupthink? Give concrete example of a situatio
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
Related questions
Question
Base on the picture below, what is groupthink? Give concrete example of a situation (your or other people's experience) where groupthink leads to positive outcome and negative results.
![1Oward a particular decision before a discussion, it may be expected that their post-decision position
deire for unanimity offsets their motivation to appraise altemative courses of action.
Gpthink Framework," Human Relatiune, 1991, vol, 44, pp. 539-550,
225
Polarization can profoundly affect group decision making. If group members are known to lean
o the
fy so
ships
be even more extreme. Understanding this phenomenon may be useful for one who seeks to atfect
cheir decision.
ate to
and
g the
Toup
GROUPTHINK
is discussed earlier, highly cohesive groups and teams often are very successful at meeting their goals,
lchough they sometimes have serious difficulties as well. One problem that can occur is groupthink.
According to Irving L. Janis, groupthink is "a mode of thinking that people engage in when they are
deply involved in a cohesive in-group, when the members' strivings for unanimity override their
motivation to realistically appraise alternative courses of action." When groupthink occurs, then, the
roup unwittingly makes unanimity rather than the best decision its goal. Individual members may
perceive that raising objections is not appropriate. Groupthink can occur in many decision-making
uituations in organizations. The current trend toward increasing use of teams in organizations may
increase instances of groupthink because of the susceptibility of self-managing teams to this type of
ce on
esses,
quent
nflict
rking
- 9.5
ence,
mine
thought. 4
mong
two
need
Symptoms of Groupthink The three primary conditions that foster the development of groupthink
are cohesiveness, the leader's promotion of his or her preferred solution, and insulation of the group
from experts' opinions. Based on analysis of the disaster associated with the explosion of the space shut-
tle Chullenger in 1986, the effects of increased time pressure and the role of the leader in not stimulat-
ing critical thinking were added to the original idea of groupthink symptoms." Figure 9.6 outlines the
revised groupthink process.
35
prary.
in it.
ation,
Time
Docision-
Making
Defects
Decision
Group
Characteristics
Groupthink
Symptoms
Outcomes
group
ement
at the
more
abers'
Leadership
Style
uring
their
on. If
n the
lition,
or the
Pigure 9.6
THE GROUPTHINK PROCESS
Graupthink
can eecur hen a biybly cobesive group with a directite leader is under time pressure; it can reult in a defective deci
icess and low probability of uccesful outemes.
port a](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fc7108837-2290-4230-833f-d8ccd0f5583a%2F2f674820-9d65-4902-87c7-622c40684c38%2F5uyx8cd_processed.jpeg&w=3840&q=75)
Transcribed Image Text:1Oward a particular decision before a discussion, it may be expected that their post-decision position
deire for unanimity offsets their motivation to appraise altemative courses of action.
Gpthink Framework," Human Relatiune, 1991, vol, 44, pp. 539-550,
225
Polarization can profoundly affect group decision making. If group members are known to lean
o the
fy so
ships
be even more extreme. Understanding this phenomenon may be useful for one who seeks to atfect
cheir decision.
ate to
and
g the
Toup
GROUPTHINK
is discussed earlier, highly cohesive groups and teams often are very successful at meeting their goals,
lchough they sometimes have serious difficulties as well. One problem that can occur is groupthink.
According to Irving L. Janis, groupthink is "a mode of thinking that people engage in when they are
deply involved in a cohesive in-group, when the members' strivings for unanimity override their
motivation to realistically appraise alternative courses of action." When groupthink occurs, then, the
roup unwittingly makes unanimity rather than the best decision its goal. Individual members may
perceive that raising objections is not appropriate. Groupthink can occur in many decision-making
uituations in organizations. The current trend toward increasing use of teams in organizations may
increase instances of groupthink because of the susceptibility of self-managing teams to this type of
ce on
esses,
quent
nflict
rking
- 9.5
ence,
mine
thought. 4
mong
two
need
Symptoms of Groupthink The three primary conditions that foster the development of groupthink
are cohesiveness, the leader's promotion of his or her preferred solution, and insulation of the group
from experts' opinions. Based on analysis of the disaster associated with the explosion of the space shut-
tle Chullenger in 1986, the effects of increased time pressure and the role of the leader in not stimulat-
ing critical thinking were added to the original idea of groupthink symptoms." Figure 9.6 outlines the
revised groupthink process.
35
prary.
in it.
ation,
Time
Docision-
Making
Defects
Decision
Group
Characteristics
Groupthink
Symptoms
Outcomes
group
ement
at the
more
abers'
Leadership
Style
uring
their
on. If
n the
lition,
or the
Pigure 9.6
THE GROUPTHINK PROCESS
Graupthink
can eecur hen a biybly cobesive group with a directite leader is under time pressure; it can reult in a defective deci
icess and low probability of uccesful outemes.
port a
![5. Direct pressure on a member who expresses strong arguments against any of the group's stereotypes
common problems as well, including fatigue, prejudice, inaccurate information, information overload
occurred prior to the ill-fated launch of the shuttle Columbia in 2003.) Finally, the group may not con
making processes are flawed, one side can win a battle because of the poor decisions made by the other
contingency plans. It should be noted that Janis contends that these defects may arise from other
side's leaders. Nevertheless, decisions produced by defective processes are less likely to succeod
Defects in decision making do not always lead to bad outcomes or defeats. Even if its own decisiot
subjected to rigorous empirical examination. Research supports parts of the model but leaves some
Although the arguments for the existence of groupthink are convincing, the hypothesis has not been
226
A group in which groupthink has taken hold exhibits eight well-defined symptoms:
encourages extreme risk taking
before recommitting themselves to past policy decisions
4. Stereotyped vieus of "enemy" leaders as too evil to warrant genuine attempts to negotiate
weak or stupid to counter whatever risky attempts are made to defeat their purposes
moral consequences of their decisions
or as ton
illusions, or commitments, making clear that such dissent is contrary to what is expected of loul
members
6. Self-censorship of deviations from the apparent group consensus, reflecting each member's inclination
to minimize the importance of his or her doubts and counterarguments
7. A shared illusion of unanimity, resulting partly from self-censorship of deviations, augmented by the
false assumption that silence means consent
8. The emergence of self-appointed "mindguards," members who protect the group from adverse infur-
mation that might shatter their shared complacency about the effectiveness and morality of their
decisions7
Janis contends that the members of the group involved in the Watergate cover-up during President
Richard Nixon's administration and re-election campaign-Nixon himself, H. R. Haldeman, John
Ehrlichman, and John Dean-may have been victims of groupthink. Evidence of most of the groupthink
symptoms can be found in the unedited transcripts of the group's deliberations.38
Decision-Making Defects and Decision Quality When groupthink dominates group deliberations,
the likelihood that decision-making defects will occur increases. The group is less likely to survey a fil
range of alternatives and may focus on only a few (often one or two). In discussing a preferred alterna-
tive, the group may fail to examine it for non-obvious risks and drawbacks. The group may not reet-
amine previously rejected alternatives for non-obvious gains or some means of reducing apparent cos
even when they receive new information. The group may reject expert opinions that run counter to io
own views and may choose to consider only information that supports its preferred solution. The dea
sion to launch the space shuttle Challenger in January 1986 may have been a product of groupthink
because due to the increased time pressure to make a decision and the leaders' style, negative informa
tion was ignored by the group that made the decision. (Unfortunately, this same pattern may well have
sider any potential setbacks or countermoves by competing groups and therefore may fail to
develop
and ignorance."
questions unanswered. 0](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fc7108837-2290-4230-833f-d8ccd0f5583a%2F2f674820-9d65-4902-87c7-622c40684c38%2Fr7ab59o_processed.jpeg&w=3840&q=75)
Transcribed Image Text:5. Direct pressure on a member who expresses strong arguments against any of the group's stereotypes
common problems as well, including fatigue, prejudice, inaccurate information, information overload
occurred prior to the ill-fated launch of the shuttle Columbia in 2003.) Finally, the group may not con
making processes are flawed, one side can win a battle because of the poor decisions made by the other
contingency plans. It should be noted that Janis contends that these defects may arise from other
side's leaders. Nevertheless, decisions produced by defective processes are less likely to succeod
Defects in decision making do not always lead to bad outcomes or defeats. Even if its own decisiot
subjected to rigorous empirical examination. Research supports parts of the model but leaves some
Although the arguments for the existence of groupthink are convincing, the hypothesis has not been
226
A group in which groupthink has taken hold exhibits eight well-defined symptoms:
encourages extreme risk taking
before recommitting themselves to past policy decisions
4. Stereotyped vieus of "enemy" leaders as too evil to warrant genuine attempts to negotiate
weak or stupid to counter whatever risky attempts are made to defeat their purposes
moral consequences of their decisions
or as ton
illusions, or commitments, making clear that such dissent is contrary to what is expected of loul
members
6. Self-censorship of deviations from the apparent group consensus, reflecting each member's inclination
to minimize the importance of his or her doubts and counterarguments
7. A shared illusion of unanimity, resulting partly from self-censorship of deviations, augmented by the
false assumption that silence means consent
8. The emergence of self-appointed "mindguards," members who protect the group from adverse infur-
mation that might shatter their shared complacency about the effectiveness and morality of their
decisions7
Janis contends that the members of the group involved in the Watergate cover-up during President
Richard Nixon's administration and re-election campaign-Nixon himself, H. R. Haldeman, John
Ehrlichman, and John Dean-may have been victims of groupthink. Evidence of most of the groupthink
symptoms can be found in the unedited transcripts of the group's deliberations.38
Decision-Making Defects and Decision Quality When groupthink dominates group deliberations,
the likelihood that decision-making defects will occur increases. The group is less likely to survey a fil
range of alternatives and may focus on only a few (often one or two). In discussing a preferred alterna-
tive, the group may fail to examine it for non-obvious risks and drawbacks. The group may not reet-
amine previously rejected alternatives for non-obvious gains or some means of reducing apparent cos
even when they receive new information. The group may reject expert opinions that run counter to io
own views and may choose to consider only information that supports its preferred solution. The dea
sion to launch the space shuttle Challenger in January 1986 may have been a product of groupthink
because due to the increased time pressure to make a decision and the leaders' style, negative informa
tion was ignored by the group that made the decision. (Unfortunately, this same pattern may well have
sider any potential setbacks or countermoves by competing groups and therefore may fail to
develop
and ignorance."
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