Harvard Business Review

DECEMBER 10, 2015

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. In some rare cases, individuals are able to push back against team consensus and help organizations recognize and proactively respond to changes in the competitive landscape.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

JULY 4, 2014

When thinking does not stray from certain parameters, creativity and results are sacrificed. To generate deeper and more creative insights, leaders have to push a group’s thinking beyond the narrow paths that otherwise take hold. The more we’re aware of the paths that constrain our thinking, the less captive we are to them.

Productivity 16

Productivity Products Brainstorming Diversity 16

Harvard Business Review

JULY 4, 2014

When thinking does not stray from certain parameters, creativity and results are sacrificed. To generate deeper and more creative insights, leaders have to push a group’s thinking beyond the narrow paths that otherwise take hold. The more we’re aware of the paths that constrain our thinking, the less captive we are to them.

Productivity 11

Productivity Products Brainstorming Diversity 11

Harvard Business Review

MAY 21, 2015

Inventive thinking in a team setting is fueled by a blend of talents, skills, and traits that rarely all exist in a single person—such as an ability to see problems through fresh eyes, a knack for understanding a frustrated customer’s complaints, or a flair for turning a creative idea into a profitable innova­tion.

Diversity 8

Diversity Ries Creativity Groupthink 8

Harvard Business Review

MARCH 7, 2016

Most business decisions are collaborative, which mean groupthink and consensus work to compound our individual biases. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices. Write down at least three, but ideally four or more, realistic alternatives.

Kahneman 8

Kahneman Groupthink Tools Software 8

Harvard Business Review

APRIL 25, 2017

For someone who works at an office all day, it’s exciting to go “behind-the-scenes” and interact with singers, musicians, and other creative professionals. Taken together, all of us establish a “consensus” view on the markets. ” In other words, they didn’t want to hear the groupthink.

Career 8

Career Groupthink Banking Video 8

Harvard Business Review

NOVEMBER 5, 2012

Networks, on the other hand, become more versatile and creative. As General Stan McChrystal, one of the leaders of the military's move to networks, said in a recent TED Talk : "Instead of giving orders, you're now building consensus and you're building a sense of shared purpose.". (3) The reason is networks. 4) Encourage dissent.

Agility 15

Agility Diversity Groupthink Efficiency 15