Groupthink is a little-known concept that may have a much bigger impact on our lives and especially in the working environment than many of us realise.
Groupthink often happens when a group of individuals reaches a consensus or comes to an agreement or an understanding without:
- critical reasoning
- or evaluation of the consequences
- or evaluation of the alternatives
Very often the groupthink agreement develops quietly, almost silently amongst the “in-group” and might never be openly or consciously acknowledged.
As a conclusion, it simply exists as a commonly understood and agreed consensus.
There is some evidence to suggest, for example in job interviews, that an interview panel populated by individuals who may share the same temperament or personality profile frequently appoint interviewees who share that same personality profile.
This is sometimes referred to as the organisations “normative profile”.
My own experience in organisations as they conduct job interviews is that the interviewers have no idea that they share this groupthink and that they are in fact manifesting the particular bias.
Very often, when this is highlighted and when interviewers learn about this bias, they show significant surprise and are often disappointed that they have subconsciously been responsible for this bias.
When stripped back to its fundamental core Groupthink is based on a common desire not to upset the status quo or the “balance” of a group of people.
Again, it is important to point out that these desires operate at the subconscious level and the individuals involved are often oblivious to the operation of the bias and of its consequences.
There are 8 recognised symptoms of Groupthink (Dr. Jonathan Ashong Lamptey):
1 The Illusion of Invulnerability
Where those involved in the group often demonstrate an imperious sense of superiority, of domination and of being impervious to challenge
2 Belief in Inherent morality of the Group
Where the members of the group are convinced that “we are right” and “right is might”. So, everyone else is wrong, of course.
3 Collective Rationalization
Whilst the groupthink conclusion is usually rationalised at the unspoken level, the reasoning is powerfully shared and is rarely openly explored .
4 Out-group Stereotypes
Where the in-group label and stereotype the out-group. Hence the emails shared by Fujitsu staff that characterised one postmaster as a “nasty chap” simply because he challenged the groupthink conclusion that the Horizon software was “robust”.
5 Self-Censorship
Here, the Groupthink in-members quietly subscribe to the agreed “spin”, the agreed “narrative” and they individually and collectively tow the party line, they stick to the spin, they trust the spin, they do not deviate and they “keep the faith”.
They self-manage according to the groupthink rather than independent critical thinking or analysis.
6 Illusion of Unanimity
In this context, the in-group feel a powerful sense of solidarity and togetherness around a “united front” proving that everyone is on board.
In the Post Office Ltd enquiry it was remarkable to witness and to hear certain Post Office investigators admitting that they still believe that some postmasters are guilty even though they have been found not guilty in the High Court.
This powerfully illuminates the dangers and the destructive potential of Groupthink.
7 Direct Pressure on Dissenters
In the case of Post Office Ltd this took the form of PR spin to control the narrative as well as the application of ruthless legal muscle and sanctions. This unlawful activity often involved the avoidance of the law and in particular the legally required disclosure of evidence to defendants and their legal teams.
8 Self-Appointed Mindguards
In the Post Office Enquiry the self-appointed mindguards appeared to include the CEO, the whole of the EXEC TEAM, HR and LEGAL departments, IT PR and many of the INVESTIGATORS amongst many more.
This is such a powerful important concept that is not widely recognised.
It would be ethically morally courageous to shine a light on this practice and help others recognise it more readily.
If you find this fascinating subject as engaging as I do, please feel free to explore further on my website and perhaps explore some of the other blogs that overlap into this groupthink theme.
Give me a call on 07850 143 209, write to me at email@dannymcguigan.com or connect with me on Linkedin.
