Describe the symptoms of Groupthink and explain what techniques discussed in the source provided will address each one of them and how. If a symptom would not be addressed by any of the techniques, suggest another way the decision environment can be managed to reduce the chances of that symptom developing.
Consensus seeking tendency in groups. (2009) 12Manage: The Executive Fast Track. http://www.12manage.com/methods_janis_groupthink.html© BrainMass Inc. brainmass.com October 17, 2018, 12:31 pm ad1c9bdddf
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* Describe the symptoms of Groupthink
Groupthink is more common than is realized; and is somewhat like religion, cults, modern "stone age" science, and other closed minded systems. CSU defines Groupthink as, "a term coined by social psychologist Irving Janis in 1972; [it] occurs when a homogenous highly cohesive group is so concerned with maintaining unanimity [this means: agreement by all people involved; a consensus] that they fail to evaluate all their alternatives and options. Groupthink members see themselves as part of an in-group working against an outgroup opposed to their goals."
The eight symptoms of Groupthink and techniques to address each are:
1 Illusion of Invulnerability: Members ignore obvious danger, take extreme risk, and are overly optimistic.
- Technique to address: Each member of the group should routinely discuss the ...
The solution describes the symptoms of Groupthink and explains what techniques discussed in the source provided will address each one of them and how. If a symptom would not be addressed by any of the techniques, another way is suggested for how the decision environment can be managed to reduce the chances of that symptom developing.
Decision-Making Pitfalls: Group Think & Escalation
Please help with an assignment by discussing this question:
Working in teams has many decision making elements. Pick two of the following Decision-Making Pitfalls that are the worst for a team; explain in detail why they are the worst:
1. Group Thinking
2. Escalation of Commitment
3. The Abilene Paradox
4. Group Polarization
5. Unethical Decision Making