How can Business Operations professionals avoid groupthink?

Create a culture in which very team member feels safe to contribute, irrespective of their difference in opinion. Clarity of goals and organization first approach as a north star can help keep personal/ egoistic remarks at bay. The more the ideas to choose from, the better the final decision. A strong leader to encourage, channelize, question and bring together the various options to a final consensus on the course of action is also critical. There is nothing more powerful in operations than ‘actually doing it’. Piloting an idea in a controlled environment will give team members a chance to prove their point, which over a period of time will prevent groupthink and build a new culture of sharing ideas confidently.

Simply ask people what they think directly, if there's silences on the team call do it 1:1 over coffee, pause, and wait for a response... if the response is too agreeable ask again ... there might be an awkward silence initially, and some people can be reluctant out of politeness to answer honestly, but if you have rapport and really ask then wait for their answer it will come!

When my team members get comfortable with an opinion without fuss, I become uncomfortable. Having diversified team members gives strength to decisions and to avoid group thinking I let them wear different hats in different (according to) situations.

If everyone is thinking alike, then it means either no one is thinking or indulging in group thinking. One aspect that helped me avoid group thinking is creating a psychologically safe environment. Provide a situation and elicit responses/ inputs. At times, give a counterpoint and listen to various points of view. Never cut down when someone is speaking or pick up someone's response and complete it. Leaders who exhibit Authoritative or Autocratic styles have to be careful and maneuver the discussion for the good of the team.

Be prepared with a few strategies in engaging participants of the discussion. Surveys or any kind of feedback provided before the discussion can help to account for ideas and thoughts ahead of time and anonymously if helpful.

Group think derails objectivity, which in turn discourage diversity and inclusion. As such, boundaries between different groups should be reduced as much as possible in order to allow different opinions and ideas from people to come up with a decision or solution.

Reviewing and learning from your decisions can help you avoid groupthink by: exposing the flaws or gaps in your reasoning or process, identifying the factors or influences that affected your decisions, assessing the impact or consequences of your decisions, and applying the lessons or best practices for future .

An example of creating diversity and inclusive environment is to incentivise out of the box thinking and challenging the regular models, by making team feel safe to have a different approach than the management or the boss. Having regular team building activities with a motive to create and support diversity and inclusion

Diversity isn't just a buzzword; it's the lifeblood of dynamic decision-making. In my journey as a leader, I've seen the magic that happens when you bring together minds from different backgrounds, experiences, and thoughts. It's not just about ticking boxes; it's about weaving a tapestry of unique insights. Remember, true inclusion isn't a passive state; it's an active commitment to hearing every voice, ensuring your team is a symphony of perspectives rather than a monotonous hum.

Agreed. Mitigating groupthink can be done by promoting a culture of constructive criticism, encouraging diverse viewpoints, and implementing structured decision-making processes. Conducting regular debriefs and seeking external input will also help. At times, assigning a devil's advocate role can also help challenge consensus thinking and ensure well-rounded decision-making.

As the boss, ask for others' opinions first. If you always go first, you're skewing what others feel comfortable sharing. This hurts creativity, and makes it harder to reach your goals—in business operations and beyond.

A servant leader mindset is key to encouraging creative and critical thinking in a team. Active listening will provide insight into the needs, concerns and contributions of the team members. Additionally, a coaching approach to correction can keep the team goal-oriented and not stem the tide of creativity. This builds a strong sense of community and fosters trust that will result in productive debate and exchange of ideas.

This is a one of the good ways to avoid situations like this when working as a team or collaborators. Again having an open mind and the art to listen to others opinions are critical factors. One while working in a group needs to understand that it’s a team work and not an individual one.

To avoid group think as a professional is to be a visionary leader that has organizational awareness and trustworthy.As a visionary leader you are an influencer and trusted for good service orientation,therefore the team will be looking up to your counsel to give critical analysis of problems that may arise,and profer acceptable professional alternative.

Operating in an echo chamber leads to stagnation, not innovation. Seeking external input isn't an admission of weakness; it's a strategic power move. I've found that inviting fresh eyes and diverse voices into our decision-making process acts as a reality check. External perspectives inject oxygen into our ideas, helping us break free from the inertia that internal echo chambers can breed.

It is extremely helpful to seek for best practices within industry standards. In many countries there are specific hubs for peer collaboration. Use social media to engage with other industry leaders to enrich your own team. Don't be shy, ask questions, research and seek for the right solution.

Occasionally, a team’s proximity to an issue and comfort with established methods prevents truly innovative solutions. Feedback from a fresh perspective, lacking the historical baggage that the group may carry, can provide a unique perspective that would not have otherwise reached. This is not a sign of weakness or lack of ability of the team. More a recognition that their proximity or history related to the issue is preventing the discovery of the best solution. I view this level of self-awareness as a strength. Teams need to step beyond their comfort zones and established methods, inviting fresh, unbiased perspectives to stimulate more creative and innovative solutions. Sometimes you just need insight from the thousand-foot view.

External input can come from within your organisation (same company but different team/department), but also from sources completely external. Social groups, family and professional associations can all provide feedback on situations, and can be consulted without providing confidential information (if need be). This is particularly helpful if there is an ethics component of the question.

When the team makes a decision that is seen to be the decision by the majority and not minority or past experiences, it is important that the outcomes are also shared back to the team with specific focus on how these decisions where made and whether everyone's views were considered and additional sources referenced. Reviews and discussion will contribute in the team and individual buy in and thought processes and encourage inclusion.

Hindsight is the precursor to foresight. Our ability to plan for the future is informed by the lessons we’ve learned in the past. Reviewing the outcomes of previous decisions increases our knowledge and ability to better predict an outcome.

An effective facilitator or moderator will notice the signs of groupthink and intentionally provoke discussion and debate. This can be accomplished by asking critical questions and encouraging the group to collectively imagine multiple possibilities. In my experience, it works best when an inclusive culture has already been established. If an organization or leader is still “evaluating”the commercial and moral value of diversity, equity, and inclusion, the issue may not be group think, it may be forced compliance.

Consider preparing materials and/or thought-provoking questions ahead of your meeting/brainstorming session to be shared with those involved. Encourage them to think about these things individually and come with their thoughts to the meeting. If you have some people that quiet or silent contributors, offer a place for them to share their thoughts and ideas electronically before the meeting so that all aspects of thoughts have a place in the conversation.

When you are in a leadership role, I believe opting to speak last can serve as a powerful countermeasure against groupthink, allowing leaders to avoid prematurely influencing the team's opinion. By withholding their input until others have spoken, leaders encourage diverse perspectives, setting the stage for a more inclusive and unbiased decision-making process. This intentional delay in expression can mitigate the impact of hierarchy on discussions and contribute to a healthier exchange of ideas within the team.

Amidst the strategic frameworks and decision matrices, never underestimate the power of a shared meal or a casual conversation. In the unscripted spaces between meetings, genuine connections form. I've found that understanding the person behind the title fosters a culture of trust and openness. It's these seemingly inconsequential moments that often birth the most ingenious ideas. Remember, brilliance doesn't always announce itself with fanfare; sometimes, it whispers in the casual chatter of a hallway conversation.

Stop and step outside of the problem. An analogy would be to remember when starting out and that moment you realized you disagreed with but still went with the decision. Was that reasonable consensus or fear?