When in group settings, we are often influenced by the thoughts, feelings, and behaviors around us. Groupthink is another phenomenon of conformity where modification of the opinions of members in a group aligns with what they believe is the group consensus (Janis, 1972). In such situations, the group often takes action that individuals would not perform outside the group setting because groups make more extreme decisions than individuals do. Moreover, groupthink can hinder opposing trains of thought. This elimination of diverse opinions contributes to faulty decision by the group.

Why Does Groupthink Occur?

There are several causes of groupthink, which makes it preventable. When the group is highly cohesive, or has a strong sense of connection, maintaining group harmony may become more important to the group than making sound decisions. If the group leader is directive and makes his opinions known, this may discourage group members from disagreeing with the leader. If the group is isolated from hearing alternative or new viewpoints, groupthink may be more likely.

How Do You Know When Groupthink Is Occurring?

There are several symptoms of groupthink, including the following:

• perceiving the group as invulnerable or invincible—believing it can do no wrong
• believing the group is morally correct
• self-censorship by group members, such as withholding information to avoid disrupting the group consensus
• the quashing of dissenting group members’ opinions
• the shielding of the group leader from dissenting views
• perceiving an illusion of unanimity among group members
• holding stereotypes or negative attitudes toward the out-group or others’ with differing viewpoints (Janis, 1972)

Given the causes and symptoms of groupthink, how can it be avoided? There are several strategies that can improve group decision making including seeking outside opinions, voting in private, having the leader withhold position statements until all group members have voiced their views, conducting research on all viewpoints, weighing the costs and benefits of all options, and developing a contingency plan (Janis, 1972; Mitchell & Eckstein, 2009).

 

This text is adapted from OpenStax, Psychology. OpenStax CNX.