Groupthinkiin

Groupthinkiin is not an established term in mainstream psychology or organizational studies. It appears to be a misspelling or a neologism derived from the well-known concept of groupthink. This article summarizes the standard concept of groupthink and notes how occasional misspellings or variations can arise.

Groupthink refers to a mode of thinking where the desire for harmony or conformity within a cohesive group leads to poor or irrational decision-making. It was articulated by Irving Janis in 1972 and describes how members may suppress dissenting opinions, overlook critical information, and prioritize consensus over sound analysis. The phenomenon often arises in tightly knit groups that are closed to outside input and are under pressure to act quickly.

Symptoms commonly associated with groupthink include an illusion of invulnerability, collective rationalization, belief in the group’s inherent morality, stereotyped views of outsiders, self-censorship, an illusion of unanimity, direct pressures on dissenters, and the presence of mindguards who shield the group from conflicting information. These factors can produce flawed decisions, inadequate evaluation of alternatives, and insufficient consideration of risks and consequences.

Causes include strong group cohesion, insulation from outside perspectives, a directive leadership style, time pressure, and high-stress situations. Consequences frequently involve poor strategic choices, failure to anticipate problems, and a lack of contingency planning.

Prevention and remedies emphasize fostering open debate, appointing a devil’s advocate, inviting external experts, structuring decision processes, assigning independent subgroups, and encouraging anonymous input. Techniques such as formal decision records, pre-mortems, and staged dissent help reduce the likelihood of groupthink and improve decision quality.