Online Reporter
Big Business Ideas Stephene Chikozho
THE desire to belong is a powerful human emotion.
We want to be accepted and to be part of a group, which explains why individuals may set aside their opinions, remain silent in meetings and nod in agreement, even when they disagree.
This deterioration of individual “mental efficiency, reality testing and moral judgement” was outlined by American psychologist Irving Janis, and is known as “groupthink”.
Groupthink is the idea that concurring with others is the sole overriding priority.
It can become so strong that it precludes realistic assessment and analysis.
Insulated from contrary perspectives, groups displaying groupthink self-justify their own conclusions.
Irrational decisions may be made based on false or incomplete information.
Irving noted that teams display a series of characteristics when groupthink gains hold.
The group begins to feel invulnerable, which encourages extreme risk taking.
It collectively rationalises decisions, fails to check the reality of assumptions and ignores warnings.
It begins to assume the position of moral superiority and fails to consider the ethical consequences of its actions.
The challenge for managers is to recognise groupthink and take action to prevent it.
Encouraging dissent, assembling groups with diverse demographics and listening to others’ opinions before airing their views are means of doing so.
The art of thinking
independently, together
As with most clichés, it is also a truism that managers often tend to recruit in their own image — females, for example, have a tendency to employ females, and vice versa.
If left unchallenged, such behaviour can result in companies that are staffed with homogenous clones — people from the same backgrounds and with the same view of how the business should be run.
In contrast, when organisations actively pursue diversity — by employing people from different cultures and socio-economic backgrounds, and of different genders and ages — the more dynamic and stimulating they are as places to work.
The case for diversity
Greater diversity means greater scope for creativity. The more varied the sources of an organisation’s views are, the more likely out-of-the-box thinking and problem solving will occur.
Studies have shown that diversity can also combat groupthink, a malaise in team dynamics that can stifle innovation and growth. In diverse teams, opinions are less likely to go unchallenged. Diversity is not confined to employee demographics.
It might simply involve creating cross-functional teams that incorporate the views of people from across a company — the marketing team, for example, might benefit from the insights of those in operations or finance.
But whatever the context, monochrome recruitment can lead to stasis — diversity fights against it.
Success stories
Old Mutual (South Africa and Zimbabwe)
Old Mutual, a multinational financial services company, has implemented strategies to combat groupthink by fostering a culture of innovation and inclusivity.
It has innovation hubs and labs where employees from various backgrounds and departments can collaborate on new ideas, ensuring a diversity of thought and reduction in the risk of groupthink.
Nando’s (Africa)
The global restaurant chain has maintained its competitive edge by valuing diverse perspectives and encouraging creativity.
The company frequently seeks input from employees at all levels and incorporates feedback from various markets to tailor its offerings, thus avoiding the pitfalls of groupthink.
Shoprite Holdings (South Africa)
As Africa’s largest food retailer, Shoprite has benefitted from embracing diverse perspectives in its strategy.
Through engaging with local communities and stakeholders, Shoprite gathers a broad range of insights that inform its business decisions, helping the company remain responsive to customer needs and market changes.
These examples illustrate how African businesses can successfully navigate the challenges of groupthink by fostering a culture of open communication, inclusivity and innovation.
By doing so, they not only enhance their decision-making processes, but also drive sustainable growth and success in their respective industries.
Stephene Chikozho is the chief executive officer of Africa Business Inc. He writes in his personal capacity. He can be contacted on WhatsApp +263772409651 or email [email protected]
