Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. One strategy that can significantly help teams avoid the dangers of Groupthink and successfully respond to emerging threats and opportunities is to create structured debates.

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Groupthink Team Consensus Christensen 8

Frank Sonnenberg Online

AUGUST 31, 2021

Think for yourself or subscribe to groupthink ? You’ll weigh the short-term benefit versus the long-term consequences. Here are 25 choices that define you as a person. Which path will you take? Do you: Do what’s right or make exceptions when it’s convenient? Accept accountability or sidestep responsibility ?

Morale 123

Morale Groupthink Short-term Long-term 123

Harvard Business Review

JULY 10, 2017

To drive home the urgency, the coalition’s website, CEOAction.com , directs visitors to research showing that diverse teams and inclusive leaders unleash innovation, eradicate groupthink, and spur market growth. But as Tim Ryan, U.S.

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Ryan Stephenson Groupthink Politics 8

Harvard Business Review

MAY 24, 2011

And if you're a service organization putting the onus of thinking "the other way" on the customer, don't count that customer as a long-term asset. In business, this is a sure recipe for groupthink. A colleague of mine, Rob Mathias who runs our D.C.

Hotels 15

Hotels Groupthink Creativity Long-term 15

Harvard Business Review

SEPTEMBER 4, 2018

Urban Meyer, the highly-decorated head football coach of Ohio State University was recently suspended without pay for three games for how he handled domestic violence allegations against his long-time assistant coach, Zach Smith. It stated that Smith’s grandfather, Earle Bruce, was a long-time mentor of Meyer.

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Meyer Ethics Self-aware Morale 8

Harvard Business Review

JULY 17, 2015

Energy: How ambitious the team is, and how much it takes the initiative and maintains long-term momentum at a high level. Teams low in diversity often succumb to groupthink; they agree with each other too quickly and fail to consider novel courses of action. You and Your Team. Leading Teams. Boost your group’s performance.

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Team How To Efficiency Groupthink 8

Harvard Business Review

NOVEMBER 12, 2013

The more diverse your team, the more likely you’ll have the toolkits necessary to solve the challenges outside your experience — and the less prone you’ll be to the perils of groupthink. Of course, this investment more than pays for itself in terms of what the protégé returns. Fill in your gaps. But it is an investment.

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How To Diversity Groupthink Career 8

Frank Sonnenberg Online

MARCH 7, 2019

It’s very easy to get caught up in groupthink. Then, without much forethought, they send out a tedious memo or video (that’s so long it can be made into a miniseries) to employees. What advice do you have for someone who, at least in the short term, works in an atmosphere where relationships are toxic? Be your own person.

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Advice Learning-by-Doing Blog Morale 81

Harvard Business Review

SEPTEMBER 13, 2017

However, when other team members pointed out the double standard in expectations, I realized that I had let the situation go on for too long, inadvertently placing our managers in a no-win situation. While there are no right or wrong types, having too many people with similar personalities tends to lead to problems and groupthink.

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Company Committee Long-term Groupthink 8

Harvard Business Review

MARCH 15, 2013

So, while a little negative feedback apparently goes a long way, it is an essential part of the mix. Second, certainly, negative feedback guards against complacency and groupthink. Why is that? First, because of its ability to grab someone's attention. Think of it as a whack on the side of the head.

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360-Degree Feedback Groupthink Construction Self-aware 14

Harvard Business Review

SEPTEMBER 26, 2012

CalTech system scientist John Doyle has coined a term for such systems: he calls them Robust-Yet-Fragile — and one of their hallmark features is that they are good at dealing with anticipated threats, but terrible at dealing with unanticipated ones. Now, give yourself just a few seconds to make the right choice.

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Banking Crisis Hedge System 8