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The #1 Killer of Change

Lead Change Blog

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.

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A Checklist for Making Faster, Better Decisions

Harvard Business Review

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. Write down the most important information you are missing.

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Four Keys to Thinking About the Future

Harvard Business Review

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'

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An Organization-Wide Approach to Good Decision Making

Harvard Business Review

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.