Thinking in groups (respect ⇒ performance at group level)

Group-think emerges in groups whose members lose the capacity to think independently, and instead blindly adhere to the emerging consensus.

Because no one is willing to provide criticisms or a reality check, member’s opinions become channelled in a specific direction. Group-think leads to sub-optimal strategies since all options aren’t considered, and no one plays the devil’s advocate.

A remedy to Group-think is job rotation where group members are asked to temporarily undertake different roles. During a group discussion, this can be applied to members adopting different perspectives.

When roles are too critical to swap, another approach is people temporarily acting as another person’s understudy, preferably in another part of the organisation. By understanding how their section fits within the larger organisation, employees can overcome any silo mentality.

Because both discourage external perspectives, group-think and a silo mentality are related. Both are also caused by people giving rules and norms unwarranted respect.

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