Sometimes, the desire to maintain group harmony overrides the importance of making sound decisions. When that occurs, team members are said to engage in groupthink. According to Michael Useem, a professor at the University of Pennsylvania’s Wharton College of Business, one of the main reasons that groupthink occurs is a lack of conflict. “A single devil’s advocate or whistle-blower faces a really uphill struggle,” he states. “But if you [the naysayer] have one ally that is enormously strengthening.”
1. What are some factors that led to groupthink in the cases described here? What can teams do to attempt to prevent groupthink from occurring?
2. How might differences in status among group members contribute to groupthink? For example, how might lower-status members react to a group’s decision? Are lower-status members more or less likely to be dissenters? Why might higher-status group members be more effective dissenters?
3. Microsoft CEO Steve Ballmer says that he encourages dissent. Can such norms guard against the occurrence of groupthink? As a manager, how would you try to cultivate norms that prevent groupthink?
4. How might group characteristics such as size and cohesiveness affect groupthink?