Lead Change Blog

OCTOBER 23, 2017

In my view, the #1 killer element is groupthink. He believed, as I do, that groupthink erodes values; stifles critical thinking, limits creativity; enables undue influence of direction; and, allows inequity of action. So what is that profound issue, that killer component? However, that seems all too often not to happen.

Abilene Paradox 272

Abilene Paradox Groupthink Consensus Restructuring 272

Harvard Business Review

MAY 27, 2015

In the early 1990s, Chevron (where until recently one of us worked) began experimenting with Decision Quality (DQ), a process that defines a high-quality decision as the course of action that will capture the most value or get the most of what you are seeking, given the uncertainties and complexities of the real world.

Organization 8

Organization Uncertainty Proposal Quality 8

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. So what can be done?

Kahneman 8

Kahneman Groupthink Tools Software 8