Lead Change Blog

OCTOBER 23, 2017

In my view, the #1 killer element is groupthink. That phenomenon, first described by Jerry B Harvey in his article ‘The Abilene Paradox’, highlighted his views on consensus inertia. Ensure your team consensus is real, rather than imagined, by regularly reflecting on the values that underpin your declared purpose. What to do now?

Abilene Paradox 272

Abilene Paradox Groupthink Consensus Restructuring 272

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. Leaders with the right temperament and character are necessary during times of uncertainty. The Transpersonal Touchstone Explored.

McKinsey 294

McKinsey Emotional Intelligence Crisis Self-aware 294

Mark Sanborn

NOVEMBER 28, 2023

Overconfidence: The Illusion of Certainty The Trap: Executives often overestimate their knowledge and predictive abilities, overlooking potential uncertainties and risks. In Practice: A CFO might confidently project revenue figures while neglecting market uncertainties and potential disruptions.

Groupthink 56

Groupthink CFO Uncertainty Consensus 56

Harvard Business Review

MARCH 7, 2016

Most business decisions are collaborative, which mean groupthink and consensus work to compound our individual biases. Further, most business decisions are made under the stress of high uncertainty, so we often rely on gut feelings and intuition to reduce our mental discomfort.

Kahneman 8

Kahneman Groupthink Tools Software 8