Groupthink
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Groupthink
The Challenger space shuttle explosion. The Bay of Pigs invasion. The Korean War debacle (Janis 1-28). These are examples of situations where group communication failed. Group communication involves a shared identity among three or more people, a considerable amount of interaction among these people, and a high level of interdependence between everyone involved (Trenholm 196-97). It is essential to understand group dynamics for a variety of reasons. Everyone participates in groups throughout the course of a lifetime, and these groups are often very goal-oriented. The business community, non-profit organizations, and town governments all use groups to make decisions. Sometimes a condition known as Groupthink can occur in groups that are extremely task-oriented and goal-driven. Groupthink is as “a mode of thinking people engage in when cohesiveness is high” (Blumberg and Golembiewski 134). Groupthink leads to poor decision making and results in a lack of creativity. Although Groupthink has been studied extensively, many people are unaware of its dynamics and the consequences that they might induce. This paper was designed to raise awareness about Groupthink and to provide some suggestions that can help task-oriented groups avoid this condition. To understand Groupthink it is essential to have a basic familiarity with group communication dynamics. Once this is accomplished some symptoms of Groupthink will be explored and some solutions will be offered.
Lots of work has been done on the subject of Groupthink, but the most authoritative documentation on the subject can be discovered in the works of the founder of the concept, Irving Janis. Janis, in his book Groupthink, defines the terms involved and presents examples. Beyond Groupthink is a text written by Eric Stern et al. that deals with Groupthink in small groups. The authors believe that a certain amount of Groupthink can be beneficial in small groups. Articles involving Groupthink have also appeared in the Wall Street Journal and various other publications.
Goal-oriented groups consist of people with complementary skills who are committed to a common purpose, have specific performance goals, share a common working approach, and hold mutual accountability (Wertheim 2). These types of groups are used when there are complex problems to be solved, important situations to work through, or uncertain conditions. Groups function best when there are no immediate time pressures (Wertheim 2). Groups are successful because the group members bring diverse ideas, the collective knowledge of everyone is significant, and groups tend to be focused (Wertheim 2). There are certain situations which call for the use of groups. Groups can be beneficial when communication between departments is necessary in a business setting or when the consent of many people is required (Wertheim 3). Individuals can also benefit from group participation. Many people who work in groups are able to learn new skills, take risks, get feedback, and discover personal strengths and weaknesses (Wertheim 3).
Groups must accomplish tasks that individuals cannot. This is the primary function of groups. Effective groups consist of committed members who are willing to take accountability for the actions of the group (Wertheim 3-4). At Northeastern University an academic program has been developed to facilitate group communication. The University believes that effective groups are characterized by a sense of urgency and direction, a following of a set of rules, understanding of what the problem or issue is that needs to be solved, a shared sense of leadership, an ability to brainstorm, and a cohesive climate (Wertheim 4). Effective groups need to have clear goals, mutual trust among all participants, accountability shared by everyone, external support, and training (Wertheim 4-5).
Irving Janis did lots of work in the area of group communication. He wondered why intelligent groups of people sometimes made decisions that led to disastrous results. Janis focused on the political arena. He studied The Bay of Pigs conflict, The Korean War, Pearl Harbor, The conflict in Vietnam, The Cuban Missile Crisis, makings of The Marshall Plan, and Watergate (Janis 9-13). Janis was puzzled by the inability of very intelligent people to make sound decisions. His answer was a condition he termed Groupthink.
Janis defines Groupthink as a “a quick and easy way to refer to a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members strivings for unanimity override their motivation to realistically appraise alternative courses of action” (Janis 9). Janis further states that “Groupthink refers to a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures” (Janis 9). Groupthink can lead to bad judgments and decisions being made. It serves as a simple way to deal with difficult issues.
The symptoms of Groupthink are clear. The “illusion of invulnerability” happens when a group thinks that they cannot go wrong. Confidence among the members of the group is remarkably high and is reflected in the decisions that they make (Keil 1). A “belief in inherent morality of the group” occurs when the group thinks tremendously of their morality. The group believes that it is doing the right thing in all circumstances. “Collective rationalization” is another symptom of Groupthink. Groups who experience this believe that nothing can be wrong with their plan even if there is significant evidence to prove otherwise (Keil 2). A lack of creativity and a disregard for others options is a characteristic of groups with “out-group stereotypes.” Groups often pay little attention to what outsiders have to say, and this can be detrimental (Keil 2). “Self-censorship” occurs when group members dont share their ideas with the rest of the group because of fear of being rejected (Keil 2). The “illusion of unanimity” explains that silence can often be interpreted as acceptance. All of these are symptoms of Groupthink. If one or more of these are commonplace in a particular group, change must occur.
Janis offers many suggestion to help prevent Groupthink. An easy answer is to put one person in charge of making all decisions and dealing with problems. This is not desirable in most cases, however (Janis 260-61). Groups are often able