Groupthink

We are exploring group think, a phenomenon that can undermine group decision making. Group think occurs when a cohesive group seeks consensus so strongly that members suppress dissent, overlook alternatives and may reach poor decisions. A classic example is the Bay of Pigs invasion in 1961, where Kennedy's advisers ignored warnings and contradictory information. Secrecy, pressure for agreement, and a desire for unity led to the approval of an ill fated invasion, illustrating how even skilled groups can miscalculate when group think sets in. Group think thrives under certain conditions. A directive leader can shape group discussions, while high cohesion and insulation from outsiders limit fresh perspectives. Well documented symptoms include an illusion of invulnerability, collective rationalization, stereotyped outsider views, and the silencing of dissent. Self censorship leads individuals to withhold doubts, creating an illusion of unanimity. These dynamics limit alternatives, ignore risks, and favor speed over thorough analysis, often resulting in poor outcomes. The Bay of Pigs disaster prompted Kennedy's team to reflect and adapt. To combat group think they encouraged a climate of frank discussion and critical inquiry, inviting external experts, assigning devil's advocate roles, and sometimes holding meetings without the president to lessen his influence. During the subsequent Cuban missile crisis, these changes paid off.