Platform Banner

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

04:60
114 views
Parteger

Selected for you
New

Available in SoftSkills

00:00:09

It has slipped in its desire for inclusion.

00:00:12

Groupthink phenomenon occurs when individuals in a group focus on

00:00:16

reaching a global agreement instead of realistically understanding a situation.

00:00:22

The group believes that it has thought through

00:00:24

a problem and made a rational decision,

00:00:26

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

00:00:32

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

00:00:38

Groupthink usually occurs in meetings.

00:00:40

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

00:00:44

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

00:00:48

Why?

00:00:49

Because each member of the group is trying to conform

00:00:52

their opinion to what they believe is the group consensus.

00:00:56

The individual voluntarily puts aside certain legitimate questions.

00:01:00

Is this really relevant?

00:01:01

Is this really what I want?

00:01:04

They reassure themselves that they have reached a kind of compromise

00:01:08

that is the best decision.

00:01:10

There are diverse symptoms of this groupthink behavior.

00:01:14

Symptom number 1,

00:01:15

the illusion of invulnerability and superiority.

00:01:19

We are the best,

00:01:20

we are united.

00:01:21

Nothing can happen to us.

00:01:23

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

00:01:27

Symptom 2.

00:01:28

The denigration of the opponent,

00:01:30

the idea the opposition is rejected based on stereotypes.

00:01:35

We reject the idea of Anna,

00:01:36

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

00:01:40

oh,

00:01:40

women,

00:01:41

they think they know how to use computers,

00:01:43

ha ha ha.

00:01:44

We reject the idea of Alfred,

00:01:46

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

00:01:49

Alfred,

00:01:50

he's 58 years old and he thinks he knows

00:01:53

what the customer will need in the next decade.

00:01:55

Ha ha ha.

00:01:56

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

00:01:59

and Alfred because he's a baby boomer,

00:02:01

and I,

00:02:02

or we denigrate their opinions without even considering them.

00:02:06

Symptom 3,

00:02:07

pressure to conform.

00:02:09

There is a strong pressure on individuals to

00:02:11

align themselves with the will of the group.

00:02:14

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

00:02:18

OK,

00:02:19

let's accept the constraint of the sales department.

00:02:22

I agree.

00:02:23

OK,

00:02:23

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

00:02:27

I agree.

00:02:28

Symptom number 4,

00:02:29

self-censorship.

00:02:31

Group members prefer to keep their differing opinions to

00:02:34

themselves rather than face the opposition of the group.

00:02:37

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

00:02:40

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

00:02:43

they will oppose me.

00:02:45

I prefer to keep my mouth shut.

00:02:47

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

00:02:52

united,

00:02:52

and avoid rejection,

00:02:54

but there is no inclusion when I force myself

00:02:57

or pressure someone else to reach a compromise.

00:03:00

Groupthink phenomenon causes us to make bad decisions.

00:03:05

In groupthink,

00:03:05

there are no or no longer alternatives offered.

00:03:09

We ignore our views,

00:03:10

our intuitions,

00:03:11

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

00:03:16

So how can we get out of groupthink?

00:03:19

Dare to be diverse,

00:03:20

dare to be different.

00:03:21

I am unique.

00:03:22

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

00:03:26

I at least have a unique personality and life experiences,

00:03:29

and it's my job to share it.

00:03:32

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

00:03:36

I can express a different opinion.

00:03:38

I can be antagonistic.

00:03:40

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

00:03:44

and even against those of the majority of the group.

00:03:47

How to avoid groupthin in your team?

00:03:50

Promote the richness of diversity,

00:03:52

eliminate stereotypes and prejudice,

00:03:54

so the fear of being judged disappears.

00:03:57

Make people understand that inclusion is

00:04:00

not about erasing differences and disagreements.

00:04:03

Put forward our thoughts when making decisions.

00:04:06

There are many ways to avoid groupthink in decision making.

00:04:10

If you know that your opinion carries a lot of weight

00:04:12

and that you can easily sway others thanks to

00:04:15

your status as a manager or a charismatic personality,

00:04:18

then

00:04:19

speak up last.

00:04:20

Divide your team into two independent subgroups

00:04:24

working separately and then compare ideas.

00:04:27

Ask for opinions from outside the team.

00:04:30

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

00:04:34

Encourage constructive criticism with questions such as

00:04:38

this innovation,

00:04:39

this idea won't work because

00:04:42

make available anonymous suggestion boxes,

00:04:44

appoint a devil's advocate at each meeting

00:04:47

who will encourage healthy debate through antagonism.

00:04:51

And last but not least,

00:04:53

ensure that your team members are diverse gender,

00:04:56

age,

00:04:57

experience,

00:04:58

culture.

Mandarine AI: WHAT YOU SHOULD KNOW