1. Groupthink

2. What is Groupthink?
Janis (1972) defines it as "a way of deliberating that group members use when their desire for unanimity overrides their motivation to assess all available plans of action."

3. Groupthink
Groups sometimes fall into a style of thinking where the maintenance of the group’s cohesion and togetherness becomes all-important and results in very bad decision-making.

4. Groupthink is a type of thought exhibited by group members who try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas
Individual creativity, uniqueness, and independent thinking are lost in the pursuit of group cohesiveness, as are the advantages of reasonable balance in choice and thought that might normally be obtained by making decisions as a group.

5. Symptoms of Groupthink
Illusions of invulnerability where the group think it is invincible and can do no wrong.
Collective efforts to rationalize or discount warnings.
Unquestioned belief in the moral correctness of the group.
Stereotyped views of the out-group, often as too evil, weak or stupid to be worth bothering with.

6. Symptoms of Groupthink
Self-censorship as people decide not to rock the boat.
Pressure to conform.
A shared illusion of unanimity (everyone always agrees with everyone else).
Protecting the group from contrary viewpoints, by self-appointed ‘mind- guards’.

7. When does it happen?
Groupthink happens most often when the group is already cohesive, is isolated from conflicting opinions and where the leader is open and directive. The lack of a formal decision process is also common.
Problem-solving and task-oriented groups are particularly susceptible.
Resulting decisions are often based on incomplete information and fail to consider alternatives and risks.

8. Conflict
With 3-4 people around you, make a list of things that cause conflict

9. Conflict Causes: Uncertainty over people’s roles
Not enough resources available
Having to rely on others to complete a task
Competing objectives / views
Organization structures that cause differences among staff
Unresolved prior conflicts

10. Conflict
With the same 3-4 people, discuss way in which conflict can be resolved.

11. Conflict Resolution
Eliminates underlying causes of conflict and reduces potential for similar conflict to re-occurring
Appeal to a higher goal that everyone can agree on
Make more resources available
Changing people – transfers
Altering physical environment

12. Conflict Resolution Changing reward system
Changing policy or procedures
Training in interpersonal skills
Integrating the organization with special teams or liaison personal

13. Conflict Management Styles
Avoidance: being uncooperative and unassertive, downplaying disagreement, staying neutral at all costs. (lose-lose conflict)
Accommodation: being cooperative but unassertive, overlooking differences to maintain harmony (lose-lose conflict)

14. Conflict Management Styles
Competition: being uncooperative and assertive, working against the wishes of other party members (win-lose comflict)
Compromise: being moderately cooperative and assertive, bargaining for acceptable solution (win-lose conflict)

15. Conflict Management Styles
Collaboration: problem solving, cooperative and assertive, trying to satisfy everyone’s needs (win-win conflict)