Groupthink is a psychological phenomenon in which people strive for consensus within a group. In many cases, people will set aside their own personal beliefs or adopt the opinion of the rest of the group. The term was first used in 1972 by social psychologist Irving L. Janis. People opposed to the decisions or overriding opinions of the group frequently remain quiet, preferring to keep the peace rather than disrupt the uniformity of the crowd. The phenomenon can be problematic, but even well-intentioned people are prone to making irrational decisions in the face of overwhelming pressure from the group. Groupthink may not always be easy to discern, but there are some signs that it is present. There are also some situations where it may be more likely to occur. Janis identified a number of different "symptoms" that indicate groupthink.
Four of the main characteristics of groupthink include pressure to conform, the illusion of invulnerability, self-censorship, and unquestioned beliefs. Why does groupthink occur? Think about the last time you were part of a group, perhaps during a school project. Imagine that someone proposes an idea that you think is quite poor. However, everyone else in the group agrees with the person who suggested the idea, and the group seems set on pursuing that course of action. Do you voice your dissent or do you just go along with the majority opinion? In many cases, people end up engaging in groupthink when they fear that their objections might disrupt the harmony of the group or suspect that their ideas might cause other members to reject them. A number of factors can influence this psychological phenomenon. Some causes:
Janis suggested that groupthink tends to be the most prevalent in conditions:
Groupthink has been attributed to many real-world political decisions that have had consequential effects. In his original descriptions of groupthink, Janis suggested that the escalation of the Vietnam War, the Bay of Pigs invasion, and the failure of the U.S. to heed warnings about a potential attack on Pearl Harbor were all influenced by groupthink. Other examples where decision-making is believed to be heavily influenced by groupthink include:
In more everyday settings, researchers suggest that groupthink might play a part in decisions made by professionals in healthcare settings. In each instance, factors such as pressure to conform, closed-mindedness, feelings of invulnerability, and the illusion of group unanimity contribute to poor decisions and often devastating outcomes. Groupthink can cause people to ignore important information and can ultimately lead to poor decisions. This can be damaging even in minor situations but can have much more dire consequences in certain settings. Medical, military, or political decisions, for example, can lead to unfortunate outcomes when they are impaired by the effects of groupthink. The phenomenon can have high costs. These include:
It is important to note that while groupthink and conformity are similar and related concepts, there are important distinctions between the two. Groupthink involves the decision-making process. On the other hand, conformity is a process in which people change their own actions so they can fit in with a specific group. Conformity can sometimes cause groupthink, but it isn't always the motivating factor. While groupthink can generate consensus, it is by definition a negative phenomenon that results in faulty or uninformed thinking and decision-making. Some of the problems it can cause include:
Group consensus can allow groups to make decisions, complete tasks, and finish projects quickly and efficiently—but even the most harmonious groups can benefit from some challenges. Finding ways to reduce groupthink can improve decision-making and assure amicable relationships within the group. There are steps that groups can take to minimize this problem. First, leaders can give group members the opportunity to express their own ideas or argue against ideas that have already been proposed. Breaking up members into smaller independent teams can also be helpful. Here are some more ideas that might help prevent groupthink.
Diversity among group members has also been shown to enhance decision-making and reduce groupthink. When people in groups have diverse backgrounds and experiences, they are better able to bring different perspectives, information, and ideas to the table. This enhances decisions and makes it less likely that groups will fall into groupthink patterns. |