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PSY FPX 5120 Assessment 4 Team Training Program to Minimize Group Thinking

Name

Capella University

PSY FPX 5120 Social Psychology

Prof. Name

Date

Team Training Program to Mitigate Groupthink

Groupthink, a phenomenon where group members prioritize consensus over critical thinking to avoid conflict (Katopol, 2005), can hinder creativity and innovation within organizations. It fosters a culture of conformity, stifling diverse perspectives and inhibiting the exploration of alternative solutions (Levitan & Verhulst, 2015). To address this issue, a comprehensive team training program is proposed, drawing on various strategies to promote independent, creative, and innovative thinking within groups.

Small Group Approach to Brainstorming

Implementing a small group approach to brainstorming can reduce the negative impact of group dynamics on creativity (McCauley, 1998). By dividing the team into smaller units, individuals are provided with a conducive environment to freely express their ideas without fear of judgment or pressure to conform. This approach not only encourages participation from all members but also facilitates the generation of a wider range of innovative solutions (McCauley, 1998).

Leaderless Decision-Making Sessions

The absence of a dominant team leader during decision-making processes can help reduce the influence of authority on individual opinions (Schöbel, Rieskamp, & Huber, 2016). While leaders play a vital role in providing organizational insights, their absence during brainstorming and idea evaluation sessions allows for unbiased exploration of ideas. This fosters a more democratic decision-making process, where all members feel empowered to contribute and challenge the status quo.

Devil’s Advocate Role

Introducing the role of a devil’s advocate within the group encourages critical evaluation of ideas and fosters constructive debate (Sarver, 2013). By challenging prevailing assumptions and viewpoints, the devil’s advocate stimulates deeper analysis and encourages the consideration of alternative perspectives. This approach promotes a culture of intellectual honesty and rigorous decision-making, ultimately enhancing the quality of outcomes (Sarver et al., 2015).

PSY FPX 5120 Assessment 4 Team Training Program to Minimize Group Thinking

Conclusion

Minimizing groupthink in workplace decision-making is essential for fostering a culture of creativity and innovation. By implementing strategies such as small group brainstorming, leaderless decision-making sessions, and the introduction of a devil’s advocate, organizations can encourage independent thinking and diverse perspectives, leading to more effective decision-making processes.

References

Katopol, P. F. (2005). An exploratory study of the information culture of city government support staff in relation to managerial decision-making. Knowledge Managementhttps://doi.org/10.1142/9789812701527_0070

Levitan, L. C., & Verhulst, B. (2015). Conformity in groups: The effects of others’ views on expressed attitudes and Attitude Change. Political Behavior, 38(2), 277–315. https://doi.org/10.1007/s11109-015-9312-x

McCauley, C. (1998). Group Dynamics in Janis’s theory of Groupthink: Backward and forward. Organizational Behavior and Human Decision Processes, 73(2-3), 142–162. https://doi.org/10.1006/obhd.1998.2759

Sarver, C. C. (2013). Countering groupthink: The inner-circle of influence (Doctoral dissertation). Retrieved from ProQuest Dissertations Publishing. (UMI Number: 3595837)

Schöbel, M., Rieskamp, J., & Huber, R. (2016). Social influences in Sequential Decision making. PLOS ONE, 11(1). https://doi.org/10.1371/journal.pone.0146536

PSY FPX 5120 Assessment 4 Team Training Program to Minimize Group Thinking

Whyte, G. (1998). Recasting Janis’s groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2-3), 185–209. https://doi.org/10.1006/obhd.1998.2761

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