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Facilitation Skills fundamental principle. While a very useful strategy, seeking consensus can be very detrimental. Most people are followers and want to be led. Tell them a good story they can connect with and they will follow along. The consensus trap follows this logic: “I am not really sure what is going on, but the collective knowledge of the group certainly could not be wrong, so I will go along.” The more people who follow, the more the consensus effect grows. Good leaders know this and capitalize on this herd mentality. While we use consensus to make decisions, we need to understand that consensus is an agreement to take a risk together, nothing more. If we want to minimize the risk, we need to base the decision to agree on evidencebased causal relationships, not innuendo and storytelling. An effective solution occurs because we understand the causal relationships, not because the consensus voted on it. Always use a Realitychart in your decision process. Groupthink 3 Groupthink is a term coined by the noted research psychologist Irving Janis (1918–1990) from Yale University and a professor emeritus at the University of California, Berkeley. He used the term to describe the systematic errors made by groups when making collective decisions. Groupthink is the condition of relinquishing our individuality for the perceived common good of the group. In fact, this perceived rightness by the group is a form of consensus that will doom the success of the group. Groupthink is subtle and the group may not recognize it unless they know what to look for. It is found in any group of people of any size working or playing together. It can be found in a married couple or an organized religion. It is a fundamental human condition and has proven very detrimental in our history. The disaster at Pearl Harbor in 1941 was caused by the firm belief of Admiral Kimmel and his small staff that the Japanese would never attack them. The strength of this group belief, called groupthink, was unreasonable to a fault. Even when the bombs started falling, they thought it was a drill and couldn’t understand who had authorized a drill on Sunday morning. Groupthink is characterized by many symptoms: n n A belief that the group can do no wrong. A belief that the group has a higher authority than any individual inside or outside the group. 162
n n n n n n Facilitation Skills Rationalization to justify a position established by the group, regardless of what other factors may be present. A strong sense of them and us. An atmosphere to conform. Anyone dissenting is ridiculed or put in a bad light to encourage conformity. Consensus holds the highest priority. Individual censorship based on the belief by individuals that they couldn’t possibly be as smart as the entire group. The belief in group unity. Without ever calling for a vote, it is assumed that everyone in the group agrees to the same position. Sometimes this occurs even when the position goes unstated. The need for unity is so strong, potential conflicts are avoided or denied. Individuals speaking for the whole group. To prevent groupthink from getting started in your group or team, foster open discussion on any subject. Use a Realitychart to create a common reality based on evidence-based causes not storytelling or opinions of the strongest personality. Ask everyone to play devil’s advocate and ask an outsider to review your work, if possible. Honestly address their comments. Avoid sharing conclusions outside the group discussion. If you recognize the symptoms of groupthink as listed above, do the following: 1. Share what symptom you sense with the group. Let everyone know you think the group is falling into the trap of groupthink. If you get people who disagree strongly with your observations, then the group is probably engaging in groupthink. 2. Ask to be educated; play dumb with probing questions that bring a different perspective to the table. 3. Let team members know it is okay not to know, then work on developing a plan to find answers. 4. Use the Realitychart as the basis for your common reality. Remember to use evidence and always go to your point of ignorance and find out if someone outside the group can answer your questions. 5. Encourage outside points of view and take action to bring them into the group discussion. 6. Challenge all statements that are made by an individual speaking for the group, such as, “I think we can all agree.” 163
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Seven Steps To Effective Problem-So
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RealityCharting Seven Steps to Effe
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To all who value learning 3
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Table of Contents Fault Tree Ana
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Table of Contents Corrective Act
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Preface At the time of my first boo
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Acknowledgments This book is the pr
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Introduction Introduction If You Ha
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Personal Success Introduction Succe
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Paradigm Shift In his highly succes
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19 Paradigm Shift incorporated into
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3. Hydrocarbons ignited on Deepwate
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Paradigm Shift The following mainte
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Paradigm Shift Action Sealing Cemen
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Common Sense Paradigm Shift When th
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Paradigm Shift Synapse Nearby Neuro
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Paradigm Shift but are subject to c
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2 Conventional Wisdom Compared Igno
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Conventional Wisdom Compared Note:
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Conventional Wisdom Compared After
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RCA Methods and Tools Compared Conv
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Conventional Wisdom Compared causes
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Conventional Wisdom Compared Conseq
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3 Understanding the Cause-and-Effec
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