How to Avoid Groupthink

Avoiding the Groupthink Trap

* Remain impartial. The leader should not take a directive role but should remain impartial.

* Seek outside opinions. The leader should invite outside opinions from people who are not members of the group and who are less concerned with maintaining group cohesiveness.

* Create subgroups. The leader should divide the groups into subgroups that first meet separately and then meet together to discuss their different recommendations.

* Seek anonymous opinions. The leader might also take a secret ballot or ask a group member to write down their opinions anonymously; doing so would ensure that people give their true opinions, uncensored by a fear of recrimination from the group.

There are many methods or procedures that can be used by groups. Each is designed to improve the decision-making process in some way. Some of the more common group decision-making methods are brainstorming, dialetical inquiry, nominal group technique, delphi technique, benchmarking and empowerment.

 Brainstorming involves group members verbally suggesting ideas or alternative courses of action. The "brainstorming session" is usually relatively unstructured.

 Dialetical inquiry is a group decision-making technique that focuses on ensuring full consideration of alternatives. Essentially, it involves dividing the group into opposing sides, which debate the advantages and disadvantages of proposed solutions or decisions.

 The nominal group technique is a structured decision making process in which group members are required to compose a comprehensive list of their ideas or proposed alternatives in writing.

 The Delphi technique is a group decision-making process that can be used by decision-making groups when the individual members are in different physical locations.

 Benchmarking involves selecting a high-performing group or organization that is currently providing high-quality goods or services to its customers and using this group as a model.

 Empowerment is a process of giving employees the authority to make decisions and be responsible for their outcomes.

References:

Aronson,