Lead Change Blog

OCTOBER 23, 2017

Senior managers follow, apparently slavishly, structural change, without a clear vision to underpin it. 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.

Abilene Paradox 272

Abilene Paradox Groupthink Consensus Restructuring 272

Harvard Business Review

MAY 27, 2015

And, along with management experts, they have provided helpful tips that decision-makers can use to try to correct for those biases. Decision-makers can then compare alternatives in terms of both upside opportunity and downside risk, and make decisions in light of their own appetite for risk and tolerance of uncertainty.

Organization 8

Organization Uncertainty Proposal Quality 8

Harvard Business Review

MARCH 7, 2016

Managers make about three billion decisions each year, and almost all of them can be made better. The stakes for doing so are real: decisions are the most powerful tool managers have for getting things done. For comparison, goal-setting best practices helped managers achieve expected results only 30% of the time.)

Kahneman 8

Kahneman Groupthink Tools Software 8

Harvard Business Review

DECEMBER 17, 2013

He was convinced that this otherwise entirely pleasant socializing and socialization led invariably to a kind of groupthink among the community of experts. “Thinking outside the box,” is one of the most well-worn clichés in any business or creative endeavor. Managing uncertainty Strategy The Future of Management'

Groupthink 8

Groupthink Emotional Intelligence Learning-by-Doing Hedge 8