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5 Ways to Avoid Groupthink

HR Digest

In modern workplaces, we have seen very destructive examples of groupthink. Many companies and organizations were down because their team members were part of groupthink, and that is why we need to avoid groupthink and improve the decision-making process. . What is groupthink in a team? Here are the examples. .

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Diversity and Inclusion – Two Very Different Concepts

Great Leadership By Dan

You need to de-bias the systems that run the organisation, such as recruitment, pay, procurement, talent management and marketing. This creates a culture where disagreement and debate is welcome, and guards against blind spots and groupthink. And when leaders set the example, their employees will follow.

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Navigating the Mental Minefield: A Guide for Leaders

Mark Sanborn

In this article, I’ll explain five of the most common cognitive biases that affect C-level executives, illustrate them with real-world examples, and offer pragmatic strategies to counteract their effects. In Practice: A CFO might confidently project revenue figures while neglecting market uncertainties and potential disruptions.

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Originals or How Non-Conformists Move the World

Leading Blog

In one example Grant notes, “It was only when they began thinking about the task and then deliberately procrastinated that they considered more remote possibilities and generated more creative ideas. “It They move before the market can support their idea. When you are the first to market, you have to make all of the mistakes yourself.”

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Navigating the Mental Minefield: A Guide for Leaders

Mark Sanborn

In this article, I’ll explain five of the most common cognitive biases that affect C-level executives, illustrate them with real-world examples, and offer pragmatic strategies to counteract their effects. In Practice: A CFO might confidently project revenue figures while neglecting market uncertainties and potential disruptions.

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10 Common Thinking Errors Leaders Make

Mark Sanborn

Examples: A CEO ignores market research that suggests a new product will not be well-received because he or she firmly believes it’s a good idea. Examples: A project leader believes their team can complete a complex project in two months, whereas realistic estimates suggest six.

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How Structured Debate Helps Your Team Grow

Harvard Business Review

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. For example, a senior executive in a traditional financial services organization recognized that the organization needed to embrace new technologies in order to engage with Millennials.