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.

Abilene Paradox 272

Abilene Paradox Groupthink Consensus Restructuring 272

Leading Blog

APRIL 3, 2020

Those who are driven by their ego, for example, will take center stage and proclaim to have the answers, ignoring or side-lining the experts who could give a more realistic assessment of a situation, managing people’s expectations. Such a leader will appreciate the level of thinking from empowered teams of experts.

McKinsey 294

McKinsey Emotional Intelligence Crisis Self-aware 294

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.

Groupthink 97

Groupthink Mentor Diversity Project 97

Harvard Business Review

MARCH 7, 2016

Managers make about three billion decisions each year, and almost all of them can be made better. The stakes for doing so are real: decisions are the most powerful tool managers have for getting things done. For comparison, goal-setting best practices helped managers achieve expected results only 30% of the time.)

Kahneman 8

Kahneman Groupthink Tools Software 8

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?”

Politics 12

Politics Groupthink Commitment Price 12

Harvard Business Review

MAY 27, 2015

And, along with management experts, they have provided helpful tips that decision-makers can use to try to correct for those biases. Decision-makers can then compare alternatives in terms of both upside opportunity and downside risk, and make decisions in light of their own appetite for risk and tolerance of uncertainty.

Organization 8

Organization Uncertainty Proposal Quality 8

Harvard Business Review

SEPTEMBER 26, 2012

This, in turn, amplifies uncertainty when things go wrong, making crises harder to correct: Is that flashing alert signaling a genuine emergency? Complexity is a clear and present danger to both firms and the global financial system: it makes both much harder to manage, govern, audit, regulate and support effectively in times of crisis.

Banking 8

Banking Crisis Hedge System 8