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 positiondeire for unanimity offsets their motivation to appraise altemative courses of action.Gpthink Framework," Human Relatiune, 1991, vol, 44, pp. 539-550,225Polarization can profoundly affect group decision making. If group members are known to leano thefy soshipsbe even more extreme. Understanding this phenomenon may be useful for one who seeks to atfectcheir decision.ate toandg theToupGROUPTHINKis 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 aredeply involved in a cohesive in-group, when the members' strivings for unanimity override theirmotivation to realistically appraise alternative courses of action." When groupthink occurs, then, theroup unwittingly makes unanimity rather than the best decision its goal. Individual members mayperceive that raising objections is not appropriate. Groupthink can occur in many decision-makinguituations in organizations. The current trend toward increasing use of teams in organizations mayincrease instances of groupthink because of the susceptibility of self-managing teams to this type ofce onesses,quentnflictrking- 9.5ence,minethought. 4mongtwoneedSymptoms of Groupthink The three primary conditions that foster the development of groupthinkare cohesiveness, the leader's promotion of his or her preferred solution, and insulation of the groupfrom 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 therevised groupthink process.35prary.in it.ation,TimeDocision-MakingDefectsDecisionGroupCharacteristicsGroupthinkSymptomsOutcomesgroupementat themoreabers'LeadershipStyleuringtheiron. Ifn thelition,or thePigure 9.6THE GROUPTHINK PROCESSGraupthinkcan eecur hen a biybly cobesive group with a directite leader is under time pressure; it can reult in a defective deciicess and low probability of uccesful outemes.port a 5. Direct pressure on a member who expresses strong arguments against any of the group's stereotypescommon problems as well, including fatigue, prejudice, inaccurate information, information overloadoccurred prior to the ill-fated launch of the shuttle Columbia in 2003.) Finally, the group may not conmaking processes are flawed, one side can win a battle because of the poor decisions made by the othercontingency plans. It should be noted that Janis contends that these defects may arise from otherside's leaders. Nevertheless, decisions produced by defective processes are less likely to succeodDefects in decision making do not always lead to bad outcomes or defeats. Even if its own decisiotsubjected to rigorous empirical examination. Research supports parts of the model but leaves someAlthough the arguments for the existence of groupthink are convincing, the hypothesis has not been226A group in which groupthink has taken hold exhibits eight well-defined symptoms:encourages extreme risk takingbefore recommitting themselves to past policy decisions4. Stereotyped vieus of "enemy" leaders as too evil to warrant genuine attempts to negotiateweak or stupid to counter whatever risky attempts are made to defeat their purposesmoral consequences of their decisionsor as tonillusions, or commitments, making clear that such dissent is contrary to what is expected of loulmembers6. Self-censorship of deviations from the apparent group consensus, reflecting each member's inclinationto minimize the importance of his or her doubts and counterarguments7. A shared illusion of unanimity, resulting partly from self-censorship of deviations, augmented by thefalse assumption that silence means consent8. 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 theirdecisions7Janis contends that the members of the group involved in the Watergate cover-up during PresidentRichard Nixon's administration and re-election campaign-Nixon himself, H. R. Haldeman, JohnEhrlichman, and John Dean-may have been victims of groupthink. Evidence of most of the groupthinksymptoms can be found in the unedited transcripts of the group's deliberations.38Decision-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 filrange 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 coseven when they receive new information. The group may reject expert opinions that run counter to ioown views and may choose to consider only information that supports its preferred solution. The deasion to launch the space shuttle Challenger in January 1986 may have been a product of groupthinkbecause due to the increased time pressure to make a decision and the leaders' style, negative information was ignored by the group that made the decision. (Unfortunately, this same pattern may well havesider any potential setbacks or countermoves by competing groups and therefore may fail todevelopand ignorance."questions unanswered. 0

Team work or group dynamics is an important factor which can contribute to the success and…

Answered: what is groupthink? Give concrete…

what is groupthink? Give concrete example of a situatio

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE