Groupthink: Consensus Overrides Realistic Appraisal of Alternative Courses of Action
| | | | | Groupthink | Timothy J. PiggInstructor: Wayne Davis, J.D. | April 26, 2012
In attempting to define groupthink as a part of the group decision making process it becomes a quagmire as to how to define this abstract dynamic event. Generally, the definitions discovered tend to imply a negative slant by most authors related to the study of groupthink. The tendency to “feel” that it is negative is not without merit due to the fact that most empirical studies are completed on the failures rather than the successes. Groupthink can be defined as: The psychological group dynamic in which “the norm for consensus overrides the realistic appraisal of alternative courses of action” that may lead to a poor result or decision. (Robbins & Judge, 2011) During groupthink, as defined, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking. A variety of motives for this may exist such as a desire to avoid being seen as foolish, or a desire to avoid embarrassing or angering other members of the group. (McKenna, 2008)
Irving Janis, who is one of the most quoted author on the concepts of groupthink, points out how political leaders have made bad foreign policy decisions, such as the Bay of Pigs invasion of Cuba. Recently, others invoked groupthink as an explanation for U.S. debacle of the post-9/11 invasion of Iraq, launching the doomed space shuttle Challenger, the Nixon Watergate cover-up, and lack of disaster preparedness despite warnings of impending danger, such as the federal government response before and after Hurricane Katrina struck Mississippi and Louisiana, particularly New Orleans, in 2005. (Schafer, 2010)
However, as a positive aspect to groupthink or group decisions making process it should be noted that authors, in hindsight, place great deal emphasis on what has failed rather than what has succeeded. Two successes of groupthink stand out above all others and are the most relevant
In attempting to define groupthink as a part of the group decision making process it becomes a quagmire as to how to define this abstract dynamic event. Generally, the definitions discovered tend to imply a negative slant by most authors related to the study of groupthink. The tendency to “feel” that it is negative is not without merit due to the fact that most empirical studies are completed on the failures rather than the successes. Groupthink can be defined as: The psychological group dynamic in which “the norm for consensus overrides the realistic appraisal of alternative courses of action” that may lead to a poor result or decision. (Robbins & Judge, 2011) During groupthink, as defined, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking. A variety of motives for this may exist such as a desire to avoid being seen as foolish, or a desire to avoid embarrassing or angering other members of the group. (McKenna, 2008)
Irving Janis, who is one of the most quoted author on the concepts of groupthink, points out how political leaders have made bad foreign policy decisions, such as the Bay of Pigs invasion of Cuba. Recently, others invoked groupthink as an explanation for U.S. debacle of the post-9/11 invasion of Iraq, launching the doomed space shuttle Challenger, the Nixon Watergate cover-up, and lack of disaster preparedness despite warnings of impending danger, such as the federal government response before and after Hurricane Katrina struck Mississippi and Louisiana, particularly New Orleans, in 2005. (Schafer, 2010)
However, as a positive aspect to groupthink or group decisions making process it should be noted that authors, in hindsight, place great deal emphasis on what has failed rather than what has succeeded. Two successes of groupthink stand out above all others and are the most relevant