Inclusion Drawback - Groupthink Tutorial

Explore the hidden dangers of groupthink in "inclusion drawback - groupthink"! Discover how the desire for consensus leads to poor decision-making and conformity. Learn practical strategies to encourage diverse viewpoints and constructive criticism, ensuring every voice is heard. Don't let groupthink stifle your team's potential—watch now for actionable insights! Tags: assertiveness and courage, 2. develop

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It has slipped in its desire for inclusion.

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Groupthink phenomenon occurs when individuals in a group focus on

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reaching a global agreement instead of realistically understanding a situation.

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The group believes that it has thought through

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a problem and made a rational decision,

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when in fact the mechanics of groupthink have led to a false consensus.

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The phenomenon was described by White in 1952 and developed by Janis in 1972.

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Groupthink usually occurs in meetings.

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The group makes wrong decisions when some or all of the individuals in

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the group would have made a completely different decision on their own.

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Why?

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Because each member of the group is trying to conform

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their opinion to what they believe is the group consensus.

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The individual voluntarily puts aside certain legitimate questions.

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Is this really relevant?

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Is this really what I want?

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They reassure themselves that they have reached a kind of compromise

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that is the best decision.

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There are diverse symptoms of this groupthink behavior.

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Symptom number 1,

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the illusion of invulnerability and superiority.

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We are the best,

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we are united.

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Nothing can happen to us.

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We are right to do what we do and think what we think.

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Symptom 2.

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The denigration of the opponent,

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the idea the opposition is rejected based on stereotypes.

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We reject the idea of Anna,

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who proposes using a new collaborative tool by believing or saying,

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oh,

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women,

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they think they know how to use computers,

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ha ha ha.

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We reject the idea of Alfred,

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who is against a new customer strategy by believing or saying,

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Alfred,

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he's 58 years old and he thinks he knows

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what the customer will need in the next decade.

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Ha ha ha.

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I am biased against Anna because she's a woman,

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and Alfred because he's a baby boomer,

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and I,

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or we denigrate their opinions without even considering them.

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Symptom 3,

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pressure to conform.

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There is a strong pressure on individuals to

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align themselves with the will of the group.

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They more or less quickly fall in line with the majority position.

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OK,

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let's accept the constraint of the sales department.

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I agree.

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OK,

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let's deliver this non-compliant product to the customer.

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I agree.

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Symptom number 4,

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self-censorship.

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Group members prefer to keep their differing opinions to

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themselves rather than face the opposition of the group.

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If I say that the best solution is to say no to

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the client when everyone else is trying to please the client,

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they will oppose me.

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I prefer to keep my mouth shut.

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Group members seek harmony and compel conformity in order to feel strong,

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united,

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and avoid rejection,

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but there is no inclusion when I force myself

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or pressure someone else to reach a compromise.

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Groupthink phenomenon causes us to make bad decisions.

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In groupthink,

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there are no or no longer alternatives offered.

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We ignore our views,

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our intuitions,

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and even our values to agree with the majority and be part of the in-group.

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So how can we get out of groupthink?

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Dare to be diverse,

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dare to be different.

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I am unique.

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Even if I share a common education and culture with my colleagues,

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I at least have a unique personality and life experiences,

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and it's my job to share it.

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I am fortunate to work in an organization that promotes diversity and inclusion.

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I can express a different opinion.

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I can be antagonistic.

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I can put up my own ideas against those of my leader

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and even against those of the majority of the group.

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How to avoid groupthin in your team?

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Promote the richness of diversity,

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eliminate stereotypes and prejudice,

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so the fear of being judged disappears.

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Make people understand that inclusion is

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not about erasing differences and disagreements.

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Put forward our thoughts when making decisions.

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There are many ways to avoid groupthink in decision making.

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If you know that your opinion carries a lot of weight

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and that you can easily sway others thanks to

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your status as a manager or a charismatic personality,

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then

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speak up last.

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Divide your team into two independent subgroups

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working separately and then compare ideas.

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Ask for opinions from outside the team.

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Evaluate your habits and ideas with a for and against column.

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Encourage constructive criticism with questions such as

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this innovation,

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this idea won't work because

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make available anonymous suggestion boxes,

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appoint a devil's advocate at each meeting

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who will encourage healthy debate through antagonism.

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And last but not least,

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ensure that your team members are diverse gender,

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age,

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experience,

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culture.

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