How many people do you know who can –
- Identify the biases they bring to the table and understand how they can be used (for good or bad)?
- Listen to and respect all views while recognising ideas are not equal?
- Bring others along but not at the cost of sound decision-making, even when that means standing alone?
- Encourage a style of dissent that does not veer to chaos or produce fake consent?
Coherence is so strongly associated with survival and its value so deeply embedded in management practice that we would rather deal with the future consequences of a bad decision than the discomfort of going against the group here and now.
This is called groupthink and it’s what happens when members of any in-group try to minimise conflict by agreeing to something without critically evaluating alternatives.Disagreement is often perceived as disloyalty, rather than as a path to better decision-making.
Groupthink has been implicated in many disasters, from the Bay of Pigs to the GFC. What has emerged in much of the research that follows these events is that many people had doubts about what was happening but did not speak out, sometimes to remain ‘in’ but also because of an understandable concern they might lose their jobs.