There's no "I" in TEAM... But should there be?
Groupthink drove the community of Salem to hysteria.?They killed dozens of women that they all agreed must be witches.?They had consensus.?But their consensus was flawed.
Kodak created the first digital camera in the 1970s.?But Kodak leadership decided to remain fixated on the old technology.?They all agreed that the future was not digital.?They were wrong.
It’s common for engineering teams to get fixated on an early solution.?They spend so much time dedicated to the initial solution that they refuse to fully explore alternatives.?This can lead to designs that are overly complicated and not constructible.?Their confidence in their first impression, is often misplaced.
Sometimes the team of experts… is wrong.?Sometimes their initial impression is biased. ?But when they get enveloped by groupthink, it becomes very difficult for the team to recognize the error in their thinking.?That’s when you need an “I” in team.?
Individual voices should benefit the team, not be extinguished by the team.?But individuals can easily become enchanted by consensus, which often takes the form of groupthink.
Groupthink naturally evolves from consensus, to commitment, to irrefutable dogma.?Leaving the team completely fixated on a “solution.”?But every solution is a partial one.?Every solution is temporary.?This means that every solution should be challenged, disrupted, and questioned.?Every solution has room for improvement.
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The survival brain is more likely to support a venture that benefits group homogeneity.?The executive brain is more likely to challenge the status quo.?Here are three powerful techniques to engage executive thinking and disrupt groupthink.
·??????Assign a dissenter – Select an individual from the group who will develop a dissenting opinion and argue for it.?This individual is not allowed to go along with the team.?They develop a contrary opinion.
·??????Engage an outsider – This can involve bringing in a consultant or trusted advisor.?Or it can be as simple as inviting in an individual who’s not an expert in the area.?Make sure it’s someone who is disconnected from the team and can provide a fresh, unbiased opinion.
·??????Divide the team – Split the team into more than one group.?Have each group explore the issue separately and develop separate opinions.?Then come together and compare the recommended solutions from each group.?
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