Ever sat in a meeting and thought, “Hang on, are we all just nodding along here?” If so, you might have witnessed the sneaky culprit known as Groupthink. It’s not just your executive team at risk – it’s every team that massages information on its way up the ladder.

Groupthink isn’t a new concept. Irving Janis coined it back in the ’70s, trying to make sense of some spectacularly poor decisions from the previous decade. Think Vietnam War escalation and the Bay of Pigs fiasco. Janis outlined eight symptoms, from an illusion of invulnerability to self-appointed ‘mindguards’ blocking out contrary information. Any one of these can lead to poor outcomes; collectively, they’re a recipe for disaster.

But here’s the kicker – it’s not just Groupthink we need to worry about. Recent works like “Wiser” by Sunstein and Hastie, and “Noise” by Kahneman, Sibony, and Sunstein show there’s a whole circus of causes behind poor group decisions.

So, how do we dodge this bullet? Here are five tactics I’ve found invaluable:

1. Embrace Healthy Scepticism: Don’t swallow ‘facts’ whole. I recently saw two articles in the same publication painting completely opposite pictures of golf viewership. One praised a tour for massive viewership, while the other criticised the same event for poor numbers. The lesson? Always dig deeper.
2. Question the Question: Are you answering the right question, or just the first one that popped up? Teams moving at warp speed often skip the crucial step of clarifying their options. Slow down to speed up.
3. Avoid Anchoring: If the CEO opens with their view, everyone else might just fall in line. Counter this by immediately asking for alternative perspectives. Make it a habit.
4. Resolve Conflict Proactively: As discussions heat up, minds tend to close. Keep an eye on the room dynamics. Better yet, bring in a facilitator for those high-stakes conversations.
5. Ask for More: Some team members might hold back crucial information due to personal agendas or lack of confidence. Keep probing until everyone’s made a significant contribution.

As a C-Suite Leader, remember, the goal isn’t to create conflict for its own sake, but to foster an environment where diverse perspectives thrive and critical thinking is the norm. By recognising the factors influencing team decision-making, you can guide your crew towards innovative solutions and calculated risks.

As a Risk Leader, you need to help leaders become very good at fostering the right environment so those critical conversations are had with maximum effect.