Group dynamics in Janis’s Theory of groupthink: Backward and
Developing consensus about groupthink after all these years.
Groupthink or Deadlock explores these dual problems in the Eisenhower and Reagan administrations and demonstrates how both presidents were capable of learning and consequently changing their policies, sometimes dramatically, but at the same time doing so in characteristically different ways.
Groupthink, Bay of Pigs, and Watergate reconsidered.
Kowert points to the need for leaders to organize their staff in a way that fits their learning and leadership style and allows them to negotiate a path between groupthink and deadlock.
Agile Antipatterns: The Dangers of Groupthink - The …
They see continued advocacy of groupthink as a form of organizational Tonypandy, in which knowledgeable individuals fail to “speak out” against widely accepted, but erroneous beliefs.
How to recognize the dangers of groupthink - A …
They explore the nature and causes of the Tonypandy and encourage researchers to cast off the artificial determinism and constraints of the groupthink model, and instead, seek to inform the general group decision making literature.
How to recognize the dangers of groupthink
Groups affected by groupthink ignore alternatives and tend to take irrational actions that dehumanize other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making.
How Can Groupthink Affect an Organization
Viewed in aggregate, this new evidence suggests that the groupthink hypothesis overstates the influence of small group dynamics, while understating the role political considerations played in these decisions.