Titles About Groupthink
How many times have you had the unsettling experience of being treated as a troublemaker as soon as you question or raise an objection to a school policy, a textbook, a course of study, a new county regulation, or a community proposal? Every day, attendees of conferences, community forums, PTA meetings, and board meetings are made to feel uncomfortable and occasionally foolish by the person or persons leading the meeting. The speakers, moderators, or provocateurs hold power over the room and know how to steer the discussion back to their agendas without ever answering audience questions or addressing their concerns. These people use Groupthink techniques to ostracize those brave enough to stand and question or criticize them. Counter These Groupthink Manipulation Tactics By Learning To: Recognize psychologically controlled environments, Identify the professional agitator/provocateur, Examine components of psych war, Undercut distorted and biased arguments of opponents, Squelch techniques used to rebuff audience members who complain, Neutralize consensus-building techniques, And much more…
Since the beginning of human history, people have made decisions in groups – first in families and villages, and now as part of companies, governments, school boards, religious organizations, or any one of countless other groups. And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right? Back to reality. We’ve all been involved in group decisions – and they’re hard. And they often turn out badly. Why? Many blame bad decisions on Groupthink without a clear idea of what that term really means. This title sheds light on the specifics of why and how group decisions go wrong – and offers tactics to help leaders avoid the pitfalls and reach better outcomes.
When you fill a room with smart, capable people, why do decisions sometimes go so wrong? The People can become victims of Groupthink: the deterioration of mental efficiency, reality testing, and moral judgment as a result of from in-group pressures. Whenever a member says something that sounds out of line with the group’s norms, the other members at first increase their communication with the “deviant”, But if they fail after repeated attempts, the amount of communication they direct toward the “deviant decreases markedly, and the members begin to exclude that person. The more cohesive the group and the more relevant the issues to the goals of the group, the greater is the inclination of the members to reject a “nonconformist”. In short, groups will tend to reinforce their own views and reject the words of those who disagree.
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