How to Steer Clear of Groupthink

Three research-backed strategies to keep innovative ideas flowing.

by

and

Alec Levenson

by

and

Alec Levenson

March 07, 2022

kkgas/Stocksy

Summary.

Research has shown that consensus-based problem-solving groups are often where innovative ideas go to die. These groups are highly prone to groupthink — quick agreement around status quo solutions with little discussion or deliberation. So how can managers help their teams keep fresh ideas alive? Researchers studied four virtual task forces that were set up to recommend a process to make Americans’ health care records electronic. They found that the groups who avoided groupthink followed three steps: 1) They challenged the status quo; 2) They adopted a placeholder solution that allowed them to agree on broad principles even if they disagreed on the details; and 3) They celebrated progress towards a final agreement, which allowed them to maintain morale and momentum.

When organizations need to solve a problem, they often create a task force, selection panel, or steering/advisory committee. These groups are tasked with developing consensus around new ideas, such as procedures, policies, products, or services.

Jennifer Mueller is a professor of management at the Knauss School of Business, University of San Diego. She studies how managers, leaders and teams can overcome a bias against novel ideas to promote organizational innovation and renewal. Jennifer is the author of many articles and books including Creative Change: Why We Resist It … How We Can Embrace It. She holds a PhD in Social and Developmental Psychology from Brandeis University.
Sarah Harvey is an associate professor at the UCL School of Management, University College London. Sarah studies creativity and the creative process, in particular the dynamic ways that members of diverse or interdisciplinary groups work together to integrate knowledge and develop new ideas. She holds a PhD in Organizational Behavior from the London Business School.
Alec Levenson is senior research scientist, Center for Effective Organizations, Marshall School of Business, University of Southern California. His action research and consulting work with companies applies the principles of organization design, job design, human capital analytics and strategic talent management. He helps optimize performance across jobs, teams and end-to-end business processes to improve operating model alignment and strategy execution.

How to Steer Clear of Groupthink

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