Development Groupthink Team Uncertainty 
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. Values should fit with the team’s communication, both internally and externally. Then act on that feedback.
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.”. Such a leader will appreciate the level of thinking from empowered teams of experts.
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Mike Cardus
AUGUST 25, 2019
The idea of gathering + listening to information that comes from a wide variety (scanning and diversity); allowing-allotting the team to avoid discussing application or synthesis for as long as possible. completing this decision-making process with more resilient choices that use complexity and uncertainty as a shared method.
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?
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.
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