Facing Reality: Groupthink and Asking and Answering the Tough Questions

It is much easier to operate a business, unit, department or branch in ignorance because facing reality can be excruciating. In fact, when truth is confronted, it may feel like someone has told you that you are wrong about how you have managed the business. Remaining in a state of ignorance is contrary to awareness and understanding. I recently attended our university’s fall graduation and the guest speaker had an important message for all of us, particularly leaders. She stated that curiosity is essential and being curious means a willingness to face up to the actuality of how things are. Asking tough questions can lead to this kind of enlightenment and understanding.  However, hearing the answer to these tough questions can be agonizing, but, nevertheless, learning about the current state is essential for long-term viability of the enterprise.

What does reality in business mean? Reality is about understanding things as they are, as opposed to interpreting the world through a rose-colored lens. Reality begins with one person’s understanding but also requires alignment with others. That is, if everyone agrees on the current situation, then it is probably closer to reality than not. This is true only to the point that the group has not fallen victim to Groupthink and it has forced itself to ask and answer tough questions on an ongoing basis.

Groupthink is a phenomenon whereby the “the norm for consensus overrides the realistic appraisal of alternative courses of action.”^{1 (p. 299)} When Groupthink is present, the group overpowers individuality and forces everyone to become part of an integrated orchestra playing from the same music sheet; even when contrary data is presented, a group that has succumbed will reject alternative ideas. Similarly, if a member deviates from the norm, the group pressures him/her to return to the group’s way of thinking. It also “trains” those with different thoughts to stay in line and hold back expression. Finally, because of its configuration, Groupthink supplants conflict in favor of a false sense of agreement.¹ Thus, Groupthink is a form of hiding from reality, and there have been documented historical cases of its product, such as the Challenger Space Shuttle disaster. Surrendering to Groupthink is rarely deliberate but, as noted in the example, can be very dangerous.

Fortunately, astute leaders can prevent Groupthink. Consistently asking and answering tough questions is one technique an organization can use to keep grounded in reality. A leader can overcome Groupthink by “going to the balcony”⁵ and observing and facilitating group process and being careful not to express his or her views. Why would a leader do this? So that participants can feel comfortable providing their "true answers" without the leader’s influence. The leader can also introduce disinterested outsiders who are instructed to provide honest views and challenges to others. Further, within the group he/she can assign one person to take on the opposing view (deliberately) so as to elevate the consideration of alternative ideas. In addition, processes like the nominal group technique can also be utilized; this technique draws all members into a discussion without a threat of reprisal. It requires all to write down and present their ideas – more involvement often leads to deeper insights and encourages equal attention to all views.¹ Leaders play a vital role in this process, and the leader who is able to step away from his or her strong ideas and allow others to voice opinions and concerns will be rewarded with greater understanding of current business realities.

Groupthink can victimize small to large units and even countries. At an organizational level, Groupthink can be used as a tool to resist change; a leader can be stonewalled by members caught in such a pattern. Given that business is constantly in flux, a leader desiring to make change (particularly a new leader) can find his/her team entrenched in the belief that the status quo is good and right; as a result, it is difficult to move beyond the current situation without a compelling reason for a change. 

As addressed in previous publications, when a change occurs, people may feel at risk and vulnerable. Their first questions usually are personal and they seek out what is happening and how one might be impacted.^3&4 For example, one may wonder if a job loss is imminent, how colleagues are affected and if their unit will be impacted, etc.² When individuals perceive vulnerability, it is natural to look for ways to defend their position. Defensive behaviors may include the formation of networks or alliances to squelch the change.^3&4 Even enemies become more likely to partner because they have found common ground in their resistance.² These networks can quickly fall into a Groupthink pattern and suddenly the status quo looks better than any other possibility – even when data contradicts that position. There is also the human inclination to find information that supports their beliefs.

What is a leader to do? There are two important initial actions a leader can take. The first is gaining an understanding of Groupthink, its causes and how it can be mitigated. Second, leaders need to understand change management. Leaders always need to be proactive when possible and, by paying attention to how change is executed and what can happen if it fails, it allows actions to prevent the associated problems. In doing so, the leader can maintain focus on other important business issues. 

Further, asking, discussing and revisiting important and relevant questions is essential in keeping the organization grounded in reality and moving forward. If an organization fails to take these steps, it can find itself in decline. Some important questions are listed in Patrick Lencioni's book, The Advantage: Why Organizational Health Trumps Everything Else in Business, in the section entitled "Discipline 2: Create Clarity:"⁴  

·        "Why do we exist?"

·        "How do we behave?"

·        "What do we do?"

·        "How will we succeed?"

·        "What is important right now?"

·        "Who must do what?

There are dozens of appropriate questions that leaders should consider; remaining grounded in reality takes ongoing discussion and dialogue. The group literature supports this approach by suggesting that groups step back at regular intervals to determine how they are doing – this is one important action that can incorporate steady improvement in the organization. 

Groupthink and the negative reactions to change processes are important factors to be managed in today’s organization. Groupthink can be used as a crutch to prevent the understanding and acknowledgment of reality. Organizations need to remain grounded to succeed in the long-term. In addition to effectively managing change processes and preventing Groupthink, organizations need to install processes to make certain the right questions are consistently asked – for example, “how are we doing?” 

Feel free to make comments.

References

¹ Robbins, S., & Judge, T. (2012). Essentials of Organizational Behavior (11th ed.). Upper Saddle River, NJ: Prentice Hall.

² McCowan, R.J. (1995). Review of Change Abilitator in Mental Measurements Yearbook. Author of instrument: LHE group, Inc.

³ Change Abilitator^TM Questionnaire: A Tool for Managing Change, 1994, LHE, Inc., Published by HRD Press, 22 Amherst Road, Amherst, MA

⁴  Lencioni, P. (2012). The Advantage: Why Organizational Health Trumps Everything Else in Business. San Francisco: Jossey-Bass.

⁵  Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership. Boston: Harvard Business Press.