How to Prevent Groupthink in Team Decisions

We often observe highly diverse teams exhibiting patterns of dutiful compliance and stifling groupthink. While these diverse perspectives are dormant, the teams in question will never innovate. At least not consistently. How do you persuade a team to unlock its novel, nonlinear, and clashing perspectives to create an incubator of innovation — and do it in a way that doesn’t result in hard feelings, anger, or disrespect? It's not a diversity problem, but it is a culture problem. Think about the anatomy of culture this way: behaviors → habits → norms → culture If a pattern of shared behavior is a norm, a collection of norms is a culture. Norms are the primary building blocks of culture. In working with teams around the world for the last 30 years, I’ve identified the norm of constructive dissent as the single most important predictor of a team’s ability to innovate. ❓ What is constructive dissent? ✅ A team’s ability to engage respectfully in the exchange of conflicting viewpoints. While constructive dissent is a learnable behavior, it’s an extremely difficult norm to develop. It taxes the poise, composure, and emotional regulation of team members and often results in intense negative emotion and defensiveness. Teams don’t slouch into a pattern of constructive dissent, but with deliberate practice, they can build and sustain this crucial norm. But the change must start at the behavioral level. It must intervene in the day-to-day interactions of those doing the work. It must overcome the default norms and encourage healthy, constructive dissent as a professional obligation. It must be an invitation so clear, and so compelling, that it draws out the silent and the fearful. "If you disagree, I not only want to know, but I need to know. We can't innovate without your input."

Don't mistake charisma for competence. I'm a loud person, I know it. I don't mind speaking up when I have an idea or am not okay with something. However, I recognize that there are a lot of people who are not the same and can often be overlooked because of people like me who are more vocal. I've been reading Adam Grant's latest book, "Hidden Potential," and thinking about the importance of allowing and valuing people who may communicate differently. He talks about groupthink and how easy it is for one person to be the loudest, set the tone, and potentially bias or ruin getting real value out of the team. It's important when we're working together to allow people to first write down their ideas, share them anonymously, and give everyone a moment to discuss. This helps empower everyone to speak, not just the person with the highest title or loudest voice. This approach helps confront those issues and learn from everyone. Don't mistake charisma for competence.

Forget "fake it till you make it." It's time to embrace "ask it till you grasp it." The most powerful tool in your leadership toolkit? Asking seemingly simple questions. Throughout my career, I've noticed a paradox: The most effective leaders often ask great questions that guide the team, rather than solely giving direction. They're not afraid to ask questions that might make them appear less knowledgeable. What these leaders understand is that asking questions is the key to effective communication. It opens dialogues, clarifies understanding, and builds stronger connections. ---5 Simple Questions to Start Using--- 🔸"Can you explain that as if I'm new to this topic?" (Ensures clear communication, reveals assumptions) 🔸"What if our current approach is incorrect?" (Challenges assumptions, prevents groupthink) 🔸"Why do we do it this way?" (Questions status quo, sparks innovation) 🔸"What am I missing here?" (Acknowledges blind spots, invites diverse viewpoints) 🔸"How can I be less of a bottleneck?" (Demonstrates self-awareness, empowers team) The catch? It can feel uncomfortable at first.   ----The beauty of this simple action---- 🔹Simple questions get everyone on the same page quickly 🔹Simple approaches are easier to communicate and replicate 🔹Simplicity cuts through complexity, leading to clearer insights 🔹Simple questions (like these) are more likely to be tried and tested   Your job is to create an environment where smart ideas can emerge from anyone. Your challenge: This week, ask the simplest, most fundamental question you can think of in your next team meeting. What's the most basic question you've asked that led to a breakthrough?