Groupthink – Meaning, Features, Causes & Tips to Avoid

What is Groupthink?

Groupthink is defined as a psychological phenomenon in which members of a group make decisions based on a perceived need for conformity, conflict avoidance, and group cohesion. When such decisions are implied, group members forgo critical thinking, avoiding inquiries about or expressing doubt about the decision-making process in order to attain a group consensus. Groupthink not only eliminates individuality and creativity from group decision-making, but it also destroys the group’s ethics and morals. It can eventually lead to poor judgments with long-term negative consequences for the group and people affected by its actions.

The term “Groupthink,” also known as “Herd Mentality” describes how members of a group maintain uniformity and cohesion in their ideas and behaviours, as a result of peer pressure. Even though the tactics and results are harmful and irrational, the group’s objectives still get achieved.

Features of Groupthink

1. Direct Pressure: Groupthink separates people into two camps, in-groups and out-groups. The in-group agrees on a decision, whereas the out-group questions or disagrees with the decision. The in-group might put pressure on the out-group to adhere to groupthink or risk being labeled as dissenters or disloyal by members.

2. Illusion of Invulnerability: In-group team members become overconfident due to a lack of questioning or other viewpoints, leading to greater risk-taking.

3. Illusion of Unanimity: Members of the group interpret their lack of questioning about their judgements as evidence that everyone in the group agrees with them. The perception of a unified front makes it more difficult for others to express objections.

4. Mindguards: Individual members serve as self-appointed gatekeepers, protecting the group leader and other members from different points of view. They shut away any outside influences that might harm group identity.

5. Rationalising: Groupthink encourages members of a group to disregard any outside information, particularly warnings or critiques. Paying attention to this information may cause people to rethink or reevaluate their opinions.

6. Self-Censorship: Victims of groupthink tend to ignore any thoughts or beliefs that contradict the group. They may even begin to question their own opinions and beliefs.

7. Stereotyping: Out-group members may quarrel with and verbally assault out-group members for holding opposing views. Stereotyping may also include negative preconceptions that portray individuals as stupid, weak-willed, or morally corrupt.

8. Unquestioned Believes: Illusions of invulnerability, along with the in-group’s unshakeable trust in their own moral and ethical reliability, can result in poor decision-making. It also causes members of the organisation to disregard any consequences for their behaviour.

Causes of Groupthink

When an organisation has a high degree of cohesion, more conformation with its goals becomes the norm for its members. As a result, the difference between individual thought and dissent dies, leading to groupthink bias. It might be due to a variety of factors, including group members’ attitudes or leadership styles. However, psychologists studying groupthink discovered certain well-known causes.

1. Group Separation : In most cases, this phenomena affects groups that have become fully isolated from the outside world. The lack of outside criticism causes the group to slip towards groupism.

2. Popular and Rigid Leadership : Popular and rigid leadership plays a significant role in promoting such groupism through controlled debates in favor of their thoughts or perspectives. In short, it prevents members from expressing their thoughts in order to combat groupism.

3. Judgment Stress: If a group does not enable its members to make acceptable decisions based on their individual needs and views, and it pushes group to enter groupism. This happens because making appropriate decisions in a short amount of time is impossible. As a consequence, members feel obligated to obey the group’s collective decisions rather than individual decisions.

Why is Groupthink Dangerous?

Groupthink can cause people to overlook or reject critical facts, resulting in bad judgments and leadership blunders. As important decision-makers are uninformed of possible risks and dissident perspectives have been silenced, these mistakes sometimes result in disaster or immoral behaviour. Groupthink is especially harmful in political situations because choices are made by collective deliberation and no single member of the group has the knowledge to make an informed decision. Members of the group may feel compelled to conform to the consensus or may exert pressure on other members to conform. This may create the misleading perception that the group is unanimous, creating even greater pressure on group members to conceal their misgivings.

How to Minimise Groupthink?

Even in extremely cohesive groups, steps may be made to reduce the influence of groupthink on collective decision-making. Although groupthink originates from a natural presssure to conformity, the problem can be mitigated by designating one member to act as the “devil’s advocate,” intentionally every potential objection. Since this is a designated role, the devil’s advocate does not have to worry about the perception as being opposing to the group. Members of a group may avoid speaking out in order to prevent undermining the group’s leadership. To prevent this problem, leaders need to step back from early conversations and enable lower-ranking individuals to express themselves first. Leaders should consider convening a “second-chance” discussion for any issues that were not expressed previously.

Some Tips to Avoid Groupthink

1. While assigning tasks, the group leader should avoid expressing their thoughts or preferences at first. Allow people time to come up with their own ideas first.

2. Assign at least one person to play the role of “devil’s advocate.”

3. Discuss the group’s ideas with an outside member, to gain unbiased feedback.

4. Encourage group members to stay critical. Discourage dissent or challenges to the dominant viewpoint.

5. Before making major decisions, leaders should host a “second-chance” meeting in which members can express any remaining doubts.