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. What to do now?
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.”. Here is one example from a leader. Which might yours be?
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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.
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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