When making decisions in groups, there is a certain tendency: to suppress dissent in the interests of group unity — group thinking (groupthink). This usually happens with tight-knit groups whose members are linked by bonds of mutual sympathy, especially if the group is isolated from dissidents and is led by an authoritarian leader who makes it clear which decision he (or she) might welcome. When discussing the problem, criticism of the leader’s opinion is either suppressed or ignored, and the group makes poorly justified decisions.
Groupthink symptoms
Members of the group overestimate its power and rights.
- The illusion of invulnerability. Groups are often overly optimistic and thus fail to see signs of danger.
- Confidence in the morality of the group. Group members are so convinced of their own morality that they ignore the ethical and moral aspects of the issues being discussed.
Members of the group stop hearing opponents, become «intellectually closed».
- Rationalization. Group members underestimate difficulties. They spend more time justifying and justifying their decision than thinking about other ways to solve a problem.
- Stereotypes about opponents. In a group, people tend to view their opponents as either too malevolent to negotiate with or not strong enough or smart enough to fight back.
Groups suffer from forces pushing them toward uniformity.
- The pressure of conformity. Members of the group reject those who express doubts about the ideas and plans of the group, and sometimes this is done not with the help of arguments, but with the help of sarcasm directed at a specific person. For most people, such ridicule discourages any desire to object.
- Self-censorship. Since disagreements often cause discomfort, and since there seems to be a consensus in the group, many of its members discard their doubts or hide them.
- Illusion of unanimity. Self-censorship and pressure create the illusion of unanimity.
- «Information sinks». Some members of the group protect her from information that might call into question the effectiveness or morality of her decisions. Sometime before the attack on Cuba, Senator Robert Kennedy pulled Schlesinger aside and told him, «This should stay between us.» Secretary of State Dean Rusk covered up information that came through diplomatic and intelligence channels warning against an invasion. Thus, both Robert Kennedy and Rusk acted as the president’s «information sinks» — they protected him from unpleasant facts.
Groupthink symptoms make it difficult to seek and discuss alternative information and alternative solutions. When a leader pushes an idea and a group isolates itself from dissenters, group thinking can lead to bad decisions.
Tips for preventing groupthink:
— be impartial — do not take sides;
– encourage critical evaluation; appoint a «devil’s advocate»;
— periodically split the group into subgroups, then reunite and discuss different points of view;
— welcome criticism from those who are not part of the group and associates;
– before proceeding with the implementation of the decision, convene a “last chance” meeting and re-examine any remaining doubts.
Summary
The symptoms of this increased concern for harmony in the group, called groupthink, are: 1) the illusion of invulnerability; 2) rationalization; 3) unquestioned belief in the morality of the group; 4) stereotypical ideas about opponents; 5) compulsion to conformism; 6) self-censorship when it comes to fears or misgivings; 7) the illusion of unanimity; 8) «information sinks», i.e. people who deliberately protect the group from unpleasant information.