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Lesson #2: Don’t Try to Tame a Wild Duck
“You can make wild ducks tame, but you can never make tame ducks wild again,” said Watson Jr. “One might also add that the duck who is tamed will never go anywhere any more. We are convinced that any business needs its wild ducks. And in IBM we try not to tame them.”
When you are ready to stand up to speak
Perhaps you should consider sitting down.
Team Building Of What Benefit Is It?
Just how important is it really for an organization to acquire a team-building environment? Are you an HR representative or leader that has wondered if you should look into introducing such a program to your organization? In this issue of Astronology, we give you a smorgasbord of information in regards to team building; the importance of it and how you can introduce the culture of team building to your organization.

Opening Our Eyes
This article is about "sacred cows," "groupthink," "The Abilene Paradox," and "Tunnel Vision." These descriptors are used to identify how we tend to perpetuate things at work or at home that no longer serve us. The article presents some antidotes for these common problems.

Confirmation Bias and Groupthink
Look for glass ceilings in your company as likely indicators of a confirmation bias at work. By adopting the "it's this way for a reason" approach, you'll challenge those reasons with objective data, begin to identify root causes, blast beyond groupthink, and begin building real change strategy.

How Groupthink Causes Teams to Fail
Every team thinks it does its best work when the stakes are highest. On the contrary, pressures to perform drive people toward safe solutions that are justifiable, rather than innovative.
The Problem with Groupthink and Teams
The negative cost of groupthink is loss of individual creativity, uniqueness and independent thinking. Organizationally, these consequences lead to costly errors in product launches, service policies and competitive strategies.

Other groupthink Related Articles

Opening Our Eyes
This article is about "sacred cows," "groupthink," "The Abilene Paradox," and "Tunnel Vision." These descriptors are used to identify how we tend to perpetuate things at work or at home that no longer serve us. The article presents some antidotes for these common problems.

Is “Groupthink” Damaging Your Organization?
Strategies that fail to deliver on their promises are often built upon flawed logic and / or incorrect underlying assumptions. It is strikingly apparent that flawed strategies can be the result of groupthink. So what is groupthink and what can be done to reverse it?
Breaking Out Of The Box
Human behavior and organizational behavior have at least two major points in common. Both gravitate towards traveling in the same well-worn paths, favoring the feeling of safety that repetition brings over the feelings of anxiety and fear that often accompany change. A second point of commonality is that both humans and organizations can be steered in the wrong direction by subscribing too heavily into “groupthink” (described by psychologist Irving Janis 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.”). Both behaviors can lead to flawed logic and / or incorrect underlying assumptions becoming institutionalized into our way of thinking.
The Red Team: A Simple But Effective Method to Improve Mission Planning
In mission planning, the practice of utilizing a Red Team is necessary. A Red Team is a simple means to overcome the overconfidence bias and the theory of "groupthink," the need for groups to seek conformity and unanimity in planning and decision making. Tactical planning processes must be subjected to a Red Team to minimize errors and to foresee future problems.
Confirmation Bias and Groupthink
Look for glass ceilings in your company as likely indicators of a confirmation bias at work. By adopting the "it's this way for a reason" approach, you'll challenge those reasons with objective data, begin to identify root causes, blast beyond groupthink, and begin building real change strategy.

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