The Groupthink Theory “Researchers have studied the influence of group pressure on individual members” (Byars and Rue, 2007, 238). As defined by Byars and Rue “when group members lose their ability to think as individuals and conform at the expense of their good judgment, groupthink occurs. Members become unwilling to say anything against the group or any member, even if an action is wrong” (Byars and Rue, 2007, 238). “Keeping a group together under any circumstance is a goal in itself. Groups
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The term "groupthink" was a theory developed by psychologist Irving Janis. The theory was intended to explain bad decisions and outcomes made by governments and businesses, which Janis sometimes called "fiascoes." (Vore, 2013) He was really interested in situations where pressure with the group seemed to result in a failure to think clearly. Janis defined groupthink as "a quick and easy way to refer to a mode of thinking people engage in when they are deeply involved in a cohesive in-group, when
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What is Group Think The term “groupthink” was created by Irving Janis (Moorhead et al. 1998)Irving Janis would describe groupthink as a “mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.” Janis (1972, p. 9) Janis theory would suggest that, members of a group may adopt an idea as an answer to problems without thinking about it appropriately
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Critique of The Abilene Paradox: The Management Of Agreement Section (3) Article (7) By ROHINI GANDHOTRA Dr. Frear MBA 500: Business and Leadership January 31, 2009 BIOGRAPHY Jerry B. Harvey, a management expert and pioneer of The Abilene Paradox is a Professor of Management at The George Washington University. During his career, he has served as a consultant to a wide variety of industrial, governmental, religious, military, educational, and voluntary organizations. He is the
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Assignment of General Management on the Abilene Paradox: The Management of Agreement Joseph NGENZI MPAM/3020/11 This Term Paper is Submitted in partial fulfillment of UNIT MBA 603 grades of the School of Business and Public Management for the award of Master of Public Administration and Management. Mt. Kenya University July, 2011 INTRODUCTION Four adults are sitting on a porch in 104-degree heat in the small town of Coleman, Texas, some 53 miles from Abilene. They are engaging in
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Various Ways to Prevent Group-think * Foster open climate for discussion ① Seating Arrangement Seating arrangement is important in creating an open atmosphere for discussion. Most organizations are hierarchical so that it is usually hard for subordinates to express their ideas directly to their heads. If members of an organization seat in orderly manner by their positions, there should be an invisible wall, which prevents from expressing their ideas. Thus, the climate is rather formal
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Leading Ideas: Revisiting the Abilene Paradox: Is Management of Agreement Still an Issue? | |by Kathryn J. Deiss, ARL Office of Leadership and Management Services Program Manager In 1974, Professor Jerry Harvey of George Washington University developed a parable from a real-life experience to describe the issues surrounding how individuals reach agreement, or, more specifically, believe they have reached agreement. Twenty-five years later the lessons and insights his parable generates are still
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Groupthink is a concept that was identified by psychologist Irving Janis. It refers to faulty decision-making in a group. Janis defines groupthink as: "a mode of thinking people engage in when they are deeply involved in a cohesive in-group, when the members' striving for unanimity override their motivation to realistically appraise alternative courses of action. Groupthink refers to a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures."
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Case Study Name and Page #: Abilene Paradox Information, Page 115 Student Name: Tony Colon | |Leading Ideas: Revisiting the Abilene Paradox: | | |Is Management of Agreement Still an Issue? | by Kathryn J. Deiss, ARL Office of Leadership and Management Services Program Manager In 1974, Professor Jerry Harvey of George Washington University developed a parable from
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Avoiding Abilene Bea Carson Page 1 5/22/2006 AVOIDING ABILENE: BREAKING OUT OF GROUPTHINK by Dr. Bea Carson Introduction Have you been trapped in the frustration of meetings that were not functioning well? Have you sat in a meeting where you did not speak your mind because you knew the risk, or the futility of it? Perhaps you suffered in more bad meetings than you participated in useful ones. Did meetings, when nothing of value was accomplished, seem a terrible waste of time, yours
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