Groupthink is all around us. Decision-making in government, in the media and at work. It’s slowly killing the world.
In the background of the most important events, the Covid-19 response and increasing tension and conflict in the world, it might be worth looking through some of this in a bit more detail.
I’ve experienced groupthink working for large organisations, most notably in my last job. We were tasked with investigating and solving complex problems. Some technical expertise helped but was not crucial to the role.
Critical thinking and balancing evidence and differing viewpoints was key.
Yet the organisation decided that this was no longer required and changed the whole operating model to a one-size fits all type of call-centre. This new high-risk approach was recommended to us by the outside consultants Price Waterhouse Coopers (PWC) who were clueless about our business.
Those of us who were experienced in the role argued that the model wouldn’t work. But the organisation ploughed on regardless. It was obvious from day one that the financials didn’t stack up which they tried to deny and later concealed.
The executive largely ignored our concerns to start but then paid limited lip-service when the wheels started to come off. Anyway, in the end they offered us redundancy while employing fresh university graduates to replace us. As far as I know the place is still in denial and heading down the pan.
Groupthink is described as follows:
Groupthink is a term first used in 1972 by social psychologist Irving L. Janis that refers to a psychological phenomenon in which people strive for consensus within a group. In many cases, people will set aside their own personal beliefs or adopt the opinion of the rest of the group.
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