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Irving Lester Janis (May 26, 1918 – November 15, 1990) was an American research psychologist at Yale University and a professor emeritus at the University of California, Berkeley most famous for his theory of "groupthink", which described the systematic errors made by groups when making collective decisions.
Sally Fuller and Ramon Aldag argue that group decision-making models have been operating under too narrow of a focus due to the overemphasis of the groupthink phenomenon. [2] [3] [4] In addition, according to them, group decision-making has often been framed in relative isolation, ignoring context and real-world circumstances, which is a likely consequence of testing group decision-making in ...
Groupthink is sometimes stated to occur (more broadly) within natural groups within the community, for example to explain the lifelong different mindsets of those with differing political views (such as "conservatism" and "liberalism" in the U.S. political context [7] or the purported benefits of team work vs. work conducted in solitude). [8]
The idea of a "group mind" or "mob behavior" was first put forward by 19th-century social psychologists Gabriel Tarde and Gustave Le Bon.Herd behavior in human societies has also been studied by Sigmund Freud and Wilfred Trotter, whose book Instincts of the Herd in Peace and War is a classic in the field of social psychology.
However, while in groupthink, individuals undergo self-deception and distortion of their own views (driven by, for example, not wanting to suffer in anticipation of a future they sense they cannot avoid by speaking out), in the Abilene Paradox, individuals are unable to perceive the views or preferences of others, or to manage an agreement. [3]
In groupthink theory, a mindguard is a member of a group who serves as an informational filter, providing limited information to the group and, consciously or subconsciously, utilizing a variety of strategies to control dissent and to direct the decision-making process toward a specific, limited range of possibilities. [1]
For example, groups high in cohesion, in combination with other antecedent conditions (e.g. ideological homogeneity and insulation from dissenting opinions) have been noted to have a negative effect on group decision-making and hence on group effectiveness. [4]
Over the past few decades, researchers have followed and analyzed many examples of the escalation of commitment to a situation. The heightened situations are explained in three elements. Firstly, a situation has a costly amount of resources such as time, money and people invested in the project.