CEO Insider
FEBRUARY 13, 2023
Groupthink is stealth. Diversity, equity and inclusion (DEI) combat groupthink, which is a mode of thinking that occurs when individuals of a highly cohesive, insular group or an in-group strive for consensus and might avoid or override alternate viewpoints, ideas, actions, or dissent.
Lead Change Blog
NOVEMBER 23, 2020
That can result in groupthink. In other cases, group consensus or majority rule is used to make the decision. Strive to reach consensus. At Intel, former CEO Andy Grove, demanded that his people argue and debate the issue, but once a decision is made, each team member had to fully support the decision. Speak up.
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Leading Blog
APRIL 3, 2020
To explain further, in a crisis, using diverse perspectives enables the unthinkable to be brought to the table, it avoids groupthink and enables more effective solutions. They gather differing perspectives and then make the decisions, with the best interests of the organization (not their careers) in mind, without needing a full consensus.”
Mark Sanborn
NOVEMBER 28, 2023
In Practice: A CEO convinced that remote work hampers productivity may only acknowledge studies supporting this view, while ignoring evidence to the contrary. In Practice: A CEO might insist on continuing an unprofitable venture simply because substantial resources have already been invested.
Talent Anarchy 1
JULY 18, 2017
Among the things he discussed in his keynote was how to combat groupthink. Groupthink may be the most dangerous force running rampant within organizations today. Here’s a definition of it from Psychology Today : Groupthink occurs when a group values harmony and coherence over accurate analysis and critical evaluation.
Leading Blog
MAY 8, 2019
He coached many others including Sundar Pichai, CEO of Google, Dan Rosensweig, CEO of Chegg, John Hennessy, former President of Stanford University, and Sheryl Sandberg, COO of Facebook. Best Idea, Not Consensus. The goal of consensus leads to “groupthink” and inferior decisions.
Mark Sanborn
NOVEMBER 28, 2023
In Practice: A CEO convinced that remote work hampers productivity may only acknowledge studies supporting this view, while ignoring evidence to the contrary. In Practice: A CEO might insist on continuing an unprofitable venture simply because substantial resources have already been invested.
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