When is the last time an employee contradicted the majority? Challenged your thinking? Expressed a controversial opinion in an otherwise smooth meeting?

If you can’t remember, you need to keep reading.

Dissent in the workplace is uncomfortable. Disruptive. Complicated. When an employee disagrees with the rest of the group, it slows down processes by requiring additional work to reach consensus.

But if your organization isn’t regularly experiencing a healthy level of constructive conflict, it might be experiencing something much more dangerous: “groupthink.” Coined in 1972 by social psychologist Irving Janis, groupthink is the practice of thinking or making group decisions in ways that discourage creativity and individual responsibility, for the sake of harmony.

In simpler terms? Groupthink occurs when employees automatically agree – either because they think too much alike or are afraid to dissent. While it may not sound all that bad, groupthink can suppress innovation and put your business at greater risk for strategic missteps and missed opportunities.

So, if you’re seeing lots of nodding heads in your meetings, don’t just pat yourself on the back. Think: “Have we reached a true consensus – or is groupthink at play?” Here’s how to tell the difference:

• Groupthink is invisible. Often, leaders mistake groupthink for alignment or synergy. When everyone agrees and moves in the same direction, it’s natural to assume that it’s because the team is on the right course (when, in fact, it may just be because employees are too afraid to upset the apple cart).
• Groupthink is easy. Consensus is a byproduct of conflict; to achieve it, you must overcome differences of opinions, deal with unanticipated issues and tolerate discomfort and disruptions.

The message here? Don’t automatically be discouraged by conflict and disagreement in your workplace. Instead:

1. Welcome it. Let employees know that you value and respect their input.
2. Analyze it. Consider whether employees are bringing good ideas to the table, or if they’re just being contrary for the sake of it. There’s a big difference between a bold, innovative thinker and a “Negative Ned/Nelly.”
3. Use it. When an employee presents an unpopular opinion that identifies a potential threat, solution or opportunity, explore it! The temporary disruption and discomfort it creates may lead to long-term competitive advantage.

Related Posts:

Dangers of Groupthink – and a Smarter Alternative for Your Business

Stop Hiring Clones!

Need innovators? Independent thinkers? Team players?

Exact Staff can deliver the high performers you seek for assignments and projects or to grow your core team.

What can we do for you? Contact a staffing expert at your local Exact Staff office today.