Leading Blog

APRIL 3, 2020

A S a McKinsey & Company article stated in late March 2020: “What leaders need during a crisis is not a predefined response plan but behaviors and mindsets that will prevent them from overreacting to yesterday’s developments and help them look ahead.”. This approach self-evidently enables a mindset that offers a long-term perspective.

McKinsey 298

McKinsey Emotional Intelligence Crisis Self-aware 298

Mike Cardus

AUGUST 25, 2019

Once you chose an action, we will debate the merits of the work and fail to recognize alternative options that may be better or worse; framing the process of synthesis as one of curiosity – wander through ideas; also, using groupthink for progress, mixed with breaking these teams up and challenging the ideas in new mixed teams.

Groupthink 97

Groupthink Mentor Diversity Project 97

Great Leadership By Dan

AUGUST 8, 2013

It’s natural to gravitate toward, and develop bonds with, people who look like, talk like, and think like we do. In addition to the well-known dangers of groupthink, when leaders exclude Others , they also exclude the varied perspectives and ideas that could help the leaders make better and more imaginative decisions.

Diversity 287

Diversity Groupthink Open-book Bond 287

Lead Change Blog

DECEMBER 9, 2016

Ethics are judged on a sliding scale…If we add up truths and lies we’ve told and find more of the former than the latter, we classify ourselves honest…Conceding that his magazine soft-pedaled criticism of advertisers, one publisher concluded, ‘I guess you could say we’re 75 percent honest, which isn’t bad.’”. 2) Manage paradoxes. easy to do.

Diversity 150

Diversity Groupthink Leadership Follow-up 150

HR Digest

MAY 11, 2019

A form of groupthink which prevents individuals from thinking independently. For example, when a group to which you own loyalty to seems to be making an ethical decision, you try to balance your loyalty to the group by acting against your own ethical integrity. Bandwagon Bias. It is often linked to authority bias.

Groupthink 102

Groupthink Loyalty Ethics Training 102

Harvard Business Review

DECEMBER 22, 2016

Trust and openness are crucial elements of an ethical organizational culture. Only when employees are able to voice the problems they see can ethical lapses be discussed and resolved. Moral attentiveness: This describes the extent to which individuals are aware of the various ethical dilemmas at hand. You and Your Team Series.

Ethics 8

Ethics Groupthink Morale Conflict of Interest 8

Harvard Business Review

SEPTEMBER 4, 2018

Reading the report with that lens can help leaders better understand the biases that get in the way of ethical conduct and ethical organizations. Researchers call this “moral hypocrisy” and have demonstrated the great lengths people will go to in order to be seen as ethical. Develop routines, rituals, and mantras.

Meyer 8

Meyer Ethics Self-aware Morale 8