Grouthink Conclusion

The term groupthink in this report is defined as, the social psychological phenomenon that results in groups during pressure situations. This social psychology theory is broken down into eight signs. Illusion of invulnerability, Collective rationalization, Belief in inherent morality, Stereotyped views of out-groups, Direct pressure on dissenters, Self-censorship, Illusion of unanimity, Self-appointed “mindguards”. According to research conducted by Irving Janis, there are three conditions to groupthink. The first, "high group cohesiveness" which is the direction for a group to be in unity while working towards a goal, or to satisfy the emotional needs of its members. Secondly, the structural faults such as insulation of the group, lack

This case, as well as the previous two, are prime examples of how detrimental groupthink can have on the effect of your career or the lives of several others. It may not always be easy to recognize the dangers or altercations groupthink may have, which is why you should always appoint ‘mind guards’ to contradict the decisions made within a group setting. It is always beneficial to seek an outside source for their opinion, as it may be just the idea that the group has

If a group of individuals do not understand others who makes dangerous decisions and gives others unrealistic solutions,

Groupthink tends to produce self-censorship among the dissenters, as when FBI behavioral psychologist Peter Smerick changed his memos to support the aggressive "tactical" approach that his superiors wanted.

The Bay of Pigs fiasco, the Challenger Disaster, and the U.S. failure to anticipate the attack on Pearl Harbor – all notable examples of how groupthink tends to plague groups with high cohesiveness (What is Groupthink, n.d.). Oxford Dictionaries defines groupthink as “the practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility” (Groupthink, n.d.). With this in mind, it is no surprise that groupthink is going to be a major problem in an organization, such as the military, that values uniformity and a strict chain of command. There is a lot of research on groupthink and evidence of groupthink is apparent in nearly every social group, no matter the size. So, how does a junior officer in the military go about minimizing groupthink among his subordinates and peers without affecting values such as uniformity and chain of command? In order to minimize groupthink, you must minimize the symptoms by encouraging honesty, accountability, and differing opinions. This paper will demonstrate how a junior officer can combat groupthink within the decision making process, standard operating procedures, and the culture of the command.

In social psychology, and more importantly sociology, groupthink is a process by which members of a cohesive group arrive at a decision that many individual members privately believe it is unwise. Jonestown is an example of what can be considered dangerous conformity. The members of the Peoples Temple originally thought being in the organization was the right thing to do and they were making the right choices, but that day they followed their leader in drinking the cyanide Kool-Aid, some thought the ideas were unwise. Even though the members of the cult were questioning the idea in their head, they followed along with their leader. They never had a thought that Jones would do anything like what happened that

Group think is a phenomenon that occurs when group 's need for consensus supersedes the judgment of individual group members. Group think often occurs when there is a time constraint and individuals put aside personal doubts so a project can move forward or when one member of the group dominates the decision-making process.

If a person’s actions disturb the group’s cohesiveness, he will feel guilty and as though his behavior is not positive, even if it was intended to be. Conformity, which is a factor involved in groupthink, is when a person alters his behavior to accord with the socially accepted standards, while groupthink is when the desire of group members to reach an amicable consensus hinders good decision-making and progress. In a 1951 experiment on conformity by Solomon Asch, a group of people, in which all but one participant were confederates to the study, were asked to judge the length of lines. The confederates all answered incorrectly, and at least 75 percent of the actual subjects conformed to using the incorrect answer. In attempt to study groupthink, psychologist Irving Janis researched the United States’ decision to invade Cuba in 1961 with a very meager force, a terrible decision made by an excellent group of people. All of the people in this group, although knowing it was a bad decision, felt they were good people for not interrupting the flow of the group. Both of these concepts surround the desire to not ‘rock the boat’. The sinking of the Titanic is an important example of groupthink in history. The agreement that lifeboats were unnecessary due to the ships unsinkability was most likely caused by groupthink. According to economist Dan Cravens, “The ship’s

In this paper, I will use a personal experience in which my actions were greatly influenced by the pressure of groupthink to demonstrate my sociological knowledge and to further analyze the situation using Symbolic Interactionism. My experience with bullying and the role that I played in the situation is an excellent example of groupthink leading people to display uncharacteristic behaviors and make choices they would not have otherwise as an individual (Baker 2017).

Irving Janis, a social psychologist, studied how social behavior is influenced in group settings. In 1972, he coined the name ‘groupthink’ to describe observed behavioral changes in individuals belonging to groups. Groupthink is characterized by a group’s pursuit for unity, often resulting in individual members disregarding or altering their own beliefs to coincide with the majority, or group’s, beliefs. This disregard or altercation ensures that the group stays unified; however, results in the group committing illogical actions without considering

According to Irving Janes (1972), groupthink occurs when a group makes an irrational decision because of group pressure fostering and the deterioration of ‘mental efficiency, reality testing, and moral judgement” (Irving, Janis, Victims of groupthink, p.9). Social influence is the effect that people have upon the beliefs or behaviors of others (Aaronson, 2004). Both groupthink and social influence theory have a factor in what

Furthermore, groupthink and group polarization also occurred in the movie. Groupthink is the tendency for members to reach solidarity, and the group often avoids questions that could lead to disputes (Iurchevici, 2016). In order for groupthink to occur, the group must be highly cohesive, in a group structure, and in a stressful situation (Kassin et al., 2013). All three of these were present in the movie, as the members of the group

Groupthink theory often occurs without the group’s realization. Irving Janis formed 8 different symptoms that indicate groupthink. The first of these symptoms is illusions of vulnerability. This occurs when members of the group are overly optimistic and believe that nothing negative will arise from their decision. Janis describes it as taking great risks and acquiring the attitude of “everything is going to be OK, because we are a special group”. Secondly we have belief in inherent morality. This symptom is characterized as the groups thought that they could do no wrong. They believe that they have high morality, that they are right in all situations and they ignore the ethical consequences that could arise because of their decisions. As the third

This type of group mentality is referred to as “groupthink.” Group think, a concept discovered by Irving Janis, is the thought process that takes place among members of a cohesive group wherein they cease to consider their individual desires and instead respond according to group beliefs. This is done to ensure the solidity of the group. The members value this even more than their own views.

Randy Hirokawa and Dennis Gouran developed the Functional Perspective on Group Decision Making theory to “offer practical advice on how participants can act to ensure better group decisions” (Hirokawa, 1999, p. 170). They believe that as long as the members in a group care about the issue and are reasonably intelligent, the group interaction will have a positive effect on the final decision. In order for a group to reach a high-quality solution, Hirokawa and Gouran believe the group 's decision-making process needs to fulfill four task requirements they refer to as requisite functions of effective decision making. "Three core assumptions define the functional perspective: (1) groups are goal oriented; (2) group performance varies in quality and quantity, and can be evaluated; and (3) internal and external factors influence group performance via the interaction process.” (Wittenbaum, 2004 p. 19).