The Dangers of Groupthink: From Pearl Harbor to the War In Iraq
A number of poor decisions on the part of the government are attributed to the phenomenon of groupthink. Groups that are under its effect believe in their ultimate righteousness and strongly resist criticism. Since bureaucracy encourages conformity, legitimate outside interference may be the only force that would keep officials from loosing independent thought when it is needed most.
Groupthink results from an overuse of a set of behaviors that are necessary in moderation for any organization. Whereas the Hawthorne studies led to reevaluation of relative influence of peer pressure and management controls on the workers’ behavior (Shafritz, Russell, & Borick, 2010), it can be argued that groupthink is caused by the excess of both. On the one hand, leadership expects “uninhibited cooperation” with their opinion (Shafritz et al., 2010, p. 265). On the other hand, employees try to avoid conflict in the in-group they depend on for their work-related socialization as well as support the leader they respect. In a healthy team, those who are not ready to compromise their principles can serve as a stabilizing influence. If such employees are ignored, ridiculed, or evicted, the phenomenon of groupthink can occur, leading to misguided decision-making.
The danger of groupthink may be an inherent dysfunction of bureaucracy. By putting “constant pressures on people … to conform to patterns of obligations,” bureaucracy destroys individualism and rears mere cogs in its machine (Shafritz et al., 2010, p. 270). When human natural tendency to conform is joined by long-term deindividuation, it is little wonder that in high-stress situations, officials default to “blind conformance” (Shafritz et al., 2010, p. 270). Moreover, groupthink seems to be difficult to recognize as one is experiencing its effects. Involving a new person in the discussion, however, may be beneficial, as he or she can offer a fresh insight. Certainly, this initiative can only be effective if the new opinion is fairly considered.
Certain amount of peer pressure and management controls are necessary to maintain efficient work of an organization. However, if workers are scared to voice their opinion or blinded by the leader’s charisma, groupthink may occur. A fresh opinion of an outsider is essential for shattering the illusion of a unanimous agreement. If such opinion is received, the group, particularly the leader, should seriously consider its merits in an unbiased manner.
References
Shafritz, J. M. Russell, E. W., & Borick, C. P. (2010). Introducing public administration (7th ed.). Upper Saddle River, NJ: …
