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.
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. Leaders with the right temperament and character are necessary during times of uncertainty.
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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.
Frank Sonnenberg Online
FEBRUARY 14, 2023
How to Get a Dose of Reality It’s always healthy to practice some uncertainty and park your ego at the door by thinking, “Perhaps I’m wrong about this.” Determine whether a decision is based on sound rationale or is being swayed by groupthink. Unwilling to evaluate whether circumstances changed since a decision was made. Always right.
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.)
Harvard Business Review
DECEMBER 17, 2013
He was convinced that this otherwise entirely pleasant socializing and socialization led invariably to a kind of groupthink among the community of experts. Managing uncertainty Strategy The Future of Management' I had a colleague once, a distinguished China scholar, who eschewed conferences and professional gatherings.
Harvard Business Review
MARCH 5, 2014
There is an old cartoon I often show to the managers I work with. When I probe junior managers about this dynamic, they usually explain that their caution reflects their uncertain status. I knew it all too well, the fear of being myself at work—or more precisely, the uncertainty about which self to be. Everyone’s hand is up.
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