Groupthink Management Participative Team 
Lead Change Blog
OCTOBER 23, 2017
Senior managers follow, apparently slavishly, structural change, without a clear vision to underpin it. 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.
Great Leadership By Dan
MAY 30, 2019
You need to de-bias the systems that run the organisation, such as recruitment, pay, procurement, talent management and marketing. Diversity is about the mix of people on your team or in your organisation. This creates a culture where disagreement and debate is welcome, and guards against blind spots and groupthink.
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Harvard Business Review
JULY 25, 2012
In articles in both the New York Times and The New Yorker earlier this year, the concept of brainstorming as introduced in the 1940's by Alex Osborn has been attacked as ineffective and linked to the concept of " Groupthink.". Suffice it to say, we dislike consensus-based "Groupthink" as much as the next person. Here's our advice: 1.
Harvard Business Review
NOVEMBER 22, 2013
For that, he leaves a huge legacy in management. Yale psychologist Irving Janis used the debacle to coin the term “groupthink,” which refers to a psychological drive for consensus at any cost that suppresses dissent and appraisal of alternatives. Crisis management Decision making Government'
RapidStart Leadership
MAY 23, 2017
Manage time differently. Get input from your team on where you might adjust, and be open to their ideas. The change will add depth to your team and build a greater appreciation for how everyone contributes to team success. Shuffle the team. Great teams have members with diverse perspectives and experiences.
Harvard Business Review
JULY 2, 2013
I recently participated in a stimulating roundtable discussion on how U.S. firms have historically given the CEO and other management members exclusive responsibility for communicating with investors. firms have historically given the CEO and other management members exclusive responsibility for communicating with investors.
Harvard Business Review
MARCH 5, 2014
There is an old cartoon I often show to the managers I work with. It portrays a smiling executive team around a long table. I have a name for this cocktail of deference, conformity and passive aggression that chokes people and teams. It is different from “groupthink.” The chairman is asking, “All in favor?”
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