Finally arriving at a group consensus can lend to immense feelings of accomplishment and harmony, oftentimes uniting teams that may have previously found it difficult to see eye-to-eye. Engaging in groupthink however, tends to feel like a failing cause no matter how perfect it seems to align in perpetuity with fellow members of the group. If efficiently making sound decisions, completing tasks and maintaining synergistic environments is the goal, then holding onto individual creativity during any collaborative process is key. Otherwise, you’ll be fighting an uphill battle toward productivity.
The Problem With Groupthink
Collaboration is an altogether natural and necessary act, especially when it comes to building what’s new. Though one (wo)man can change the world, however and whenever they choose, the actual work can never be done alone. Keeping a creative momentum as new perspectives continue to pile on can be quite challenging, but not impossible. For those aiming to implement innovation in their industries, they must first create a space for inventive ideas to flourish around them. Groupthink is the psychological phenomenon that stalls this flow of creativity, eliminating the benefit of gathering varied experiences to reach a common purpose.
Marked by flawed reasoning, although groupthink will eventually lead to consensus, the resulting agreement is oftentimes better off being left alone. The golden characteristics of an all-star cast include unity, driven by a charismatic influence. But in high stress situations, which seem to be attracted to growing businesses as moths are drawn to a blazing flame, those same attributes can end up burning a hole in what’s been so painstakingly formed.
People tend to find themselves engaging in groupthink behaviors when they hold a fear of disrupting harmony or falling out of favor with other group members because of their differing opinions. As they ignore important insights and information from outside sources in favor of those commonly shared by familiar voices of the group, even the most well-intentioned leaders can end up motivating their teams to no avail. As a result, individual creative traits are suppressed in favor of a group ideal holding no weight in an inclusive marketplace. Aspiring and acting leaders of the 21st Century will benefit from combating groupthink at three essential levels – the self, the group, and a mixture of both at the top, at the level of leadership.
If You Find Yourself Alone, Own Every Ounce Of Your Authority
Imposter phenomenon is no more a syndrome than groupthink is, in that when we’re alone, the experiences fail to continue. Just as it’s highly unlikely you’ll engage in groupthink when you’re alone, the same goes for feeling like an imposter. It’s a very rare occurrence when one of us becomes the smartest person in the room – except when we’re by ourselves. Useless feelings of inadequacy are only exacerbated when you choose to share your insights with a group, so try not to get caught up in the specifics that characterize said group once you decide to participate. Instead, before you decide to join any team, embrace your unique sense of self as an important contributing factor to the group’s ultimate success, never being afraid to share differing viewpoints or take accountability when your ideas just won’t fly.
Obsessing over team roles and the need to obey all authority without question are the negative behaviors that lead to, and continuously feed, the vicious cycles of conformity and groupthink that can be the downfall of any company, in any industry. In everything that you do, be yourself. Begin owning what you bring to the table by celebrating your unique offerings behind closed doors. Grow your personal knowledge and expertise to keep honing your craft, and cheer yourself on as you practice meditation, gratitude and the techniques that allow you to tap into the strength of your individual character whenever you want.
The ‘Six Hats Technique’ is one of the most productive ways to keep creative energy flowing, even when you’re alone. By producing more ideas than you might have had you not considered separate viewpoints, assuming six different hats as you come to a consensus with yourself is a great way to build confidence in your observations and intuition. Starting with a black hat, representing a negative perspective, then moving to a blue one for a more democratic position, and so on, the problem of falling victim to an overconfidence in the group is more easily avoided.
Become An Advocate Whenever The Opportunity Arises
Whenever you find yourself firmly placed within a group tasked with making progressive decisions, always speak up once you’re given the chance, but never forget to listen first. Taking into account the additional viewpoints offered, use them as a catalyst for, instead of viewing them as an affront to, your own. Don’t be envious of others for sharing their value. If harmony and progression are what you truly desire, encouraging those around you to open up and taking in their responses to understand them more deeply should remain the objective.
If you end up in a space where all perspectives have been seemingly shared, take the initiative to speak for someone outside the room and assume their role once yours is done. For example, is your mother in the room? No? Good. From what you know of her perspective, promptly ask yourself what would she add to the discussion, then share it. But be careful – this piece takes an intentional mixing of company, which means you should actually know the people whose insights you’re using to layer your perspective. In other words, don’t stereotype! Prioritize your allegiance to diverse groups, make a complete effort to acknowledge all differences within them, and be an advocate for the voiceless whenever you get the opportunity.
When Leading Teams, Avoid ‘Abilene’ At All Costs
In the Abilene paradox, a group of people decide to drive hours away to a destination they’d rather not see (i.e. the city of Abilene, Texas), simply because they didn’t want to ‘rock the boat’ going against a leader who only suggested the act because they themselves assumed everyone else would find it favorable, in the end wasting time, money, and precious energy for future transformative experiences. Leaders who plan on taking their platforms to the top of their industry (and all others) would be wise to avoid this behavior at all costs.
Successfully commanding myriad groups takes an acceptance of a major responsibility. Encouraging the individual traits of your support system that separate each person as valuable and worthy isn’t easy, but the work you put forth from your position of power will always be amplified by your team. Building an organizational culture that discourages negatively progressive activities, such as self-censorship, is a great first step in effectively managing any agreement process.
By avoiding foundational values that place direct pressure on teammates to conform, and remaining open to new information and fresh ideas, cultivating inclusively diverse communities full of open-door policies designed to progress and protect can be more easily executed. As a leader, when you welcome varied insights, while doing your best to never leave them unquestioned, detrimental illusions of superiority and invulnerability disappear, giving way to the genuinely harmonious acts of collaboration your organization was most likely seeking all along.