Groupthink
The concept of groupthink was introduced in the 70s in a book by Yale professor Irving Janis. Wikipedia gives the following definition: "Groupthink is a psychosocial phenomenon, in which a group of very skilled people so influenced by group, the quality diminishes group acts It occurs when group members pay attention primarily on maintaining consensus and unanimity when. decision-making process instead of a critical consideration of the facts."
In Groupthink, Teammates try to keep each other towards a quick consensus. Critical thinking is discouraged. Leaders will, of course, not be subject to it. They want the group to critically examine all available options, which can only be done with critical independent thinking.
At the same time, leaders want their teams to have confidence in each other, that there is a team spirit with team members supporting each other. This may have a negitive impact on their ability to think independently, as many leaders may mistake team thinking with group think.
Team Thinking
There must be balance between a connected and committed team and taking consideration of all the options, as well as everyone's opinions being weighed. Eikenberry, "You do not want to group think, but rather thinking as a team."
Team Thinking builds on the relationship part of groupthink, without ignoring options and controversial opinions or downplaying the importance of members who hold these opinions. When team thinking is being applied, people give enough to each other to listen respectfully to all opinions so that they can then make a decision which is good for themselves and the organisation as a whole.
Preventing Groupthink
Eikenberry provides the following three tips to avoid groupthink:
Define clear objectives. First of all, there must be a clear, meaningful purpose. If the team has a common, mutually understood purpose, a purpose that transcends individual interests, then there is a basis for success. However, this is not sufficient to prevent the group thinking alone.
Foster warm relations. Strong working relationships are a must for creating an environment friendly to team thinking. People do not necessarily have to be friends, but there has to be commitment towards each other. Team members must have something done about it.
Creating a safe environment. Not independently thinking and rushing to reach an agreement is often because people do not feel safe enough to share ideas. They worry about their colleagues' reactions. It should be a priority for leaders to build trust and foster this within teams. This provides a safe environment where people can express their opinions unconcerned. New "crazy" ideas should have the opportunity to be ventilated.
All three of these components are necessary in order to prevent and to promote team thinking rather than group thinking.