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The #1 Killer of Change

Lead Change Blog

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. Values should fit with the team’s communication, both internally and externally. Then act on that feedback.

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Are You Ready for Recovery?

Leading Blog

To explain further, in a crisis, using diverse perspectives enables the unthinkable to be brought to the table, it avoids groupthink and enables more effective solutions. This allows them to take a pause, stand back and allow the distributed responsibilities to be exercised by teams that they have assembled, using all these capacities.

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Navigating the Mental Minefield: A Guide for Leaders

Mark Sanborn

Embrace Diverse Opinions: Consult individuals with different perspectives, including team members and external advisors. Overconfidence: The Illusion of Certainty The Trap: Executives often overestimate their knowledge and predictive abilities, overlooking potential uncertainties and risks.

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Decision Making Antonyms and Story Telling

Mike Cardus

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.

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A Checklist for Making Faster, Better Decisions

Harvard Business Review

Most business decisions are collaborative, which mean groupthink and consensus work to compound our individual biases. Further, most business decisions are made under the stress of high uncertainty, so we often rely on gut feelings and intuition to reduce our mental discomfort. It must replace the historical theory of rational choice.

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Why Work Is Lonely

Harvard Business Review

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. I knew it all too well, the fear of being myself at work—or more precisely, the uncertainty about which self to be. It is different from “groupthink.”

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An Organization-Wide Approach to Good Decision Making

Harvard Business Review

In the early 1990s, Chevron (where until recently one of us worked) began experimenting with Decision Quality (DQ), a process that defines a high-quality decision as the course of action that will capture the most value or get the most of what you are seeking, given the uncertainties and complexities of the real world.