Groupthink

The term groupthink refers to a type of failure in group decision making where a highly cohesive group only considers limited options and arrives at a faulty decision even though other information was available. Groupthink[Page 234] happens when members develop a strong bond to the group and the focus shifts from objectively evaluating options to maintaining group conformity and identity.

The concept of groupthink was first proposed in a 1971 book by social psychologist Irving Janis. He analyzed political decisions by groups, such as the 1961 decision by President Kennedy and his advisers to invade Cuba at the Bay of Pigs. Many advisers knew the invasion would fail, yet kept silent, incorrectly perceiving themselves as lone dissenters.

Other examples of groupthink include the decision by Nixon's White House advisers to authorize a wiretap in the Watergate Hotel, the business decision by Beech-Nut to purchase poor-quality apple juice, the early 1990s Salomon Brothers Treasury auction scandal, and the decision at NASA to launch the space shuttle Challenger.

Groupthink can occur in medical decision making. For example, a group of physicians may prematurely adopt a new medication, or cover up a mistake in surgery, or reject a promising but risky treatment.

Groupthink incorporates the tendencies of groups to develop norms (shared habits and beliefs) and to demonstrate conformity. An example of a norm that might enable groupthink is deference to the leader. Pressures toward conformity strengthen with increasing group cohesion. Groupthink is no single flaw but instead describes a flawed decision-making process set up by skewed communication processes. These flawed decisions are often made under time constraints where the group uses what time it has to further discuss facts and opinions that continue to support its decision, rather than to seek out and evaluate options. The basis for the decision often shifts from “Prove why we should do this” to “Prove why we shouldn't do this.”

Groupthink may pose problems in virtual groups whose members interact electronically from remote locations via telephone, e-mail, or computer. Because much interpersonal communication involves nonverbal messages—from facial expressions, gestures, posture, and tone of voice—their relative absence in virtual interaction can add to the likelihood that members mistake silence for support.

Researchers disagree about the usefulness of the concept of groupthink. Although some see it as a helpful way of describing a common syndrome, others point out that it merely renames a combination of well-known group dynamics.