Navigating ‘groupthink’ in the modern workplace: a threat to creativity and decision-making

In this article, we take a deep dive into what groupthink is, how it manifests in the workplace, and offer effective strategies to combat it.

4 mins read
Getty Images 557608497 2

11 May, 2025

In the dynamic landscape of the modern workplace, the phenomenon known as ‘groupthink’ looms as a silent threat to innovation, critical thinking, and effective decision-making.

Coined by Social Psychologist Irving Janis in 1972, groupthink is the tendency to prioritise harmony and consensus over objective analysis in a group setting, often resulting in flawed outcomes and missed opportunities. Opposing opinions are suppressed or overlooked which leads to a false sense of agreement and certainty within a group - this makes it difficult to spot the signs.

Factors such as high cohesiveness, strong leadership influence, and insulated group structures can exacerbate groupthink tendencies.

How it manifests in the workplace

In the workplace, groupthink can occur during creative brainstorming sessions, strategic planning meetings, or decision-making processes.

Team members may hesitate to voice different opinions for fear of conflict or upsetting the status quo, leading to a narrow range of perspectives being considered. Additionally, hierarchical organisational structures can amplify groupthink, as junior employees may feel reluctant to challenge the opinions of senior stakeholders.

Impacts of groupthink

The consequences of groupthink can be extensive. Decisions made this way are often subpar, as critical scrutiny and diverse viewpoints have been sidelined. This can lead to missed opportunities, failed initiatives, and reduced organisational performance. Additionally, groupthink can stifle innovation and creativity, hindering a company's ability to adapt to the ever-changing market conditions needed to stay relevant.

According to Janis, these eight behaviours, or ‘symptoms’, can indicate that groupthink is occurring:

  1. Illusions of unanimity leadlead people to believe that everyone agrees and feels the same way. People find it much more difficult to speak out when it seems that everyone else in the group is on the same page.

  2. Unquestioned beliefs resultresult in people ignoring possible moral problems and not considering the consequences of individual and group actions.

  3. Rationalising preventsprevents people from reconsidering their beliefs and causes them to ignore potential warning signs.

  4. Stereotyping meansmeans people ignore, or even demonise, those who may oppose or challenge the group's ideas.

  5. Self-censorship causescauses people who might have doubts to hide their fears or misgivings. Rather than sharing what they know, they remain quiet and assume that the group must know best. (This is also known as informational social influence – where people assume that others know more than they do.)

  6. ‘Mudguards’act as self-appointed censors to hide problematic information from the group. Rather than sharing important information, they keep quiet or actively prevent sharing.

  7. Illusions of invulnerability leadlead members of the group to be overly optimistic and engage in risk-taking. When no one speaks out or voices an alternative opinion, it causes people to believe that the group must be right.

  8. Direct pressure toto conform is often placed on people who pose questions, and those who question the group are often seen as disloyal or traitorous.

To spot the signs of groupthink, next time your team has a brainstorming session, look out for these behaviours and actively discourage them.

Strategies to mitigate groupthink

Organisations must foster an environment that encourages independent thought and constructive criticism of decisions.

Here are some strategies to mitigate groupthink:

Encourage diversity

This is probably the single most effective way to reduce groupthink. By embracing diversity of thought, background, and experience within teams, you can uncover different perspectives. These can help locate blind spots and challenge conventional practices. Actively encourage diversity to bring a wide range of opinions and perspectives to every decision-making process.

Promote psychological safety

Create an environment where every single team member feels comfortable expressing their opinion without fear of retribution. Leaders play a crucial role in setting the tone for open communication and respectful debate.

Play devil's advocate

Assign a designated devil's advocate to challenge existing assumptions and arguments during decision-making processes. This role encourages critical thinking and helps uncover potential flaws in proposed solutions.

Encourage independent thinking

Encourage team members to conduct independent research and analysis before group discussions. This ensures that each person brings diverse perspectives and well-informed opinions to the table that can be backed up.

Practice impartiality

When entering a discussion, leaders should take an impartial view and not state their preferences or expectations at the start. This will minimise the likelihood of junior members feeling unable to challenge senior employees’ opinions.

Divide into subgroups

From time to time, divide the group into two or more subgroups to meet separately, under different chairpersons, and then come together to discuss their group’s suggestions.

Embrace independent thought

Groupthink poses a significant challenge to effective decision-making and innovation in the workplace. By fostering a culture of open communication, diversity, and critical thinking, organisations can mitigate the risks associated with groupthink and unlock the full potential of their teams. Embracing independent thought not only leads to better outcomes but also cultivates a culture of continuous learning and improvement.

Are you looking to diversify your team? Seeking creative professionals who can help your business grow and thrive? Get in touch with one of our specialist recruitment consultants today.

You may also be interested in...

Pros and cons of universal basic income: solution to unemployment or too expensive?
5 mins read

Pros and cons of universal basic income: solution to unemployment or too expensive?

​​​What is universal basic income?

Universal basic income (UBI) is a system in which every adult receives a set amount of money on a regular basis. This payment is unconditional, meaning it does not depend on the recipient's income, employment status, or any other criterion.

Universal– to everyone

Basic– to cover everyday expenses

Income– regularly, for people to spend how they wish.

UBI has been an interesting and controversial topic of conversation over the past few years, with various trials and studies conducted to evaluate its potential impact. While we may be a long way off from this being considered in reality, let’s look at some of the pros and cons of introducing this concept.

Pros of universal basic income

Reduce poverty

One of the main arguments in favour of UBI is its potential to reduce poverty and economic inequality. A 2022 study by the University of York found that a UBI model could cut poverty by more than half. This would be achieved through tax adjustments and guaranteed weekly payments, providing a stable income for everyone. This stability could lead to a more robust economy, increased consumer spending, more job opportunities, and a healthier market overall.

Increased consumer spending

With more disposable income, people would likely spend more, stimulating demand for goods and services and benefiting businesses across various sectors. This increased spending could also lead to higher tax revenues, which could be reinvested into public services and infrastructure.

Empowering workers

UBI would offer a safety net, reducing the pressure on individuals to accept low-paying or precarious jobs. This could lead to higher job satisfaction and productivity, as people would be more likely to pursue jobs that align with their interests.

Improve workplace conditions

It would also encourage businesses to enhance their working conditions by shifting the power dynamic to the employees. With a guaranteed income, workers would no longer be compelled to stay in jobs solely for financial reasons, allowing them the freedom to leave roles with poor working conditions.

This shift in bargaining power would encourage employers to enhance job quality, offer higher wages, and create more supportive work environments to attract and retain employees. Consequently, businesses might need to implement more employee-focused policies, such as flexible working, improved benefits, and a stronger emphasis on work-life balance, to stay competitive in the labour market.

Innovation and entrepreneurship

Many people hesitate to start their own businesses due to fear of failure and financial risks. However, UBI could provide the financial stability needed to encourage entrepreneurship and innovation, potentially resulting in economic growth for the country. This could lead to the creation of new industries and job opportunities, further boosting the economy.

Foster education and societal benefits

Having a steady income would encourage more individuals to pursue further education and training, culminating in a more educated and skilled population. This increase in educational attainment can have numerous positive effects on society, including:

Higher civic engagement: an educated population is more likely to participate in civic activities such as voting, volunteering, and community involvement, fostering a stronger democratic process and community cohesion.

Enhanced critical thinking and creativity: education cultivates critical thinking and creativity, which are essential for technological innovation and economic growth.

Reduction in poverty and inequality: education is a powerful tool for breaking the cycle of poverty. By providing individuals with the skills and knowledge needed to secure better-paying jobs, UBI can help reduce income inequality and improve overall economic stability.

Improved public health: educated individuals are more likely to make informed health choices, meaning lower rates of chronic diseases and improved overall public health.

Cons of universal basic income

High cost

Implementing UBI would be extremely expensive, requiring significant tax increases and reallocation of public spending. While it's challenging to estimate the exact cost, one analysis projected a gross cost of 555 billion – which includes the UBI payments themselves as well as the cost of integrating it into the existing tax and benefits system. Therefore, many critics argue that for this reason, UBI is not sustainable or even feasible.

Decreased motivation to work

Critics argue that UBI could reduce people's incentives to work, prompting higher unemployment rates. They fear that with a guaranteed income, people might choose to work fewer hours or not at all. If this were the case, higher unemployment rates could negatively impact economic growth due to less taxable income.

Those who do continue working while receiving UBI might be less motivated to perform at their best. With their basic financial needs met by UBI, the urgency to excel and advance in their careers could diminish and we could see reduced effort and productivity.

Challenges for low-wage industries

Industries relying on low-wage labour might face increased wage demands, as workers with a financial safety net might be less willing to accept low-paying jobs. This could cause higher operational costs and potentially drive businesses to automate more processes.

Inflation

Increased disposable income could generate higher spending, driving up demand and prices, resulting in inflation. This could erode the purchasing power of the UBI payments, potentially negating some of the benefits.

Potential inequality

While UBI aims to reduce poverty and inequality, some argue that providing the same payment to everyone wouldn't solve inequality but merely shift the goalposts. Critics suggest that a more targeted approach might be necessary to address the specific needs of different groups within society.

The debate around UBI is far from settled, and its implementation would require careful consideration and robust policy design. As we move forward, it's important to engage in thoughtful discussions, consider diverse perspectives, and explore pilot programmes to better understand UBI's real-world impacts.

Ultimately, the question remains: can UBI be the transformative solution we need to fix the unstable labour market, or will it prove too costly and complex?

If you are looking for a talented professional to join your team, or seeking a new employment opportunity yourself, get in touch with a specialist consultant today.

How to fight economic inactivity
1 mins read

How to fight economic inactivity

​It was recently my turn to pick up the pen and contribute to City AM’s ‘The Note Book’.

I chose to write about the issue of economic inactivity and to focus on ways to encourage younger people into the workforce and ways to incentivise older workers to work for longer.

My thinking is that this will encourage the highly paid and highly skilled to work up until retirement age rather than choosing, as many do, to retire early.

And my estimation is that this would result in more, not less, tax being collected and collected sooner because these individuals are frequently higher rate taxpayers who will typically find ways to avoid inheritance tax in the extra spare time they have after they’ve taken early retirement.

Instead, these highly capable higher rate tax payers will be incentivised to continue to contribute to the growth of their organisations and the wider economy and consequently to the exchequer as well.

One for the Office of Budget Responsibility (OBR) to grapple with perhaps… but I’ve no idea how you’d model such an idea. Sometimes it’s just better to give things a go!

And if you do get a chance to see the play ‘A View from The Bridge’, you should go. It’s a precious thing - a brilliant play, brilliantly acted!

Click here to read the article.

Sales CV template: for Sales Executives and other sales professionals
2 mins read

Sales CV template: for Sales Executives and other sales professionals

​​Whether you are a sales executive, supplier relationship manager or field sales consultant, use our free template to build your perfect sales CV today.

[Full Name]
[Home address]
[Contact Number] • [Email Address]

Personal Statement

Use this section of your CV to highlight the skills that would be transferable in a sales environment e.g. questioning and listening, tenacity, resilience and the ability to think on your feet. It’s also a good idea to include a link to your LinkedIn profile.

Sales professionals are target driven and financially motivated, so don't forget to highlight and "sell" yourself.

Try to avoid statements such as "I work well as part of a team and on my own initiative" or "I can communicate at all levels" - the majority of CVs contain these statements. CVs that show creativity stand out in sales.

Education

A relevant degree, for example Business Studies will give you a great start, but many degrees have a sales element, e.g. Psychology - understanding people, Engineering - problem solving, Law - negotiation skills etc.

It is important to present your education in a way that identifies you as a sales person.

In some sales positions experience trumps education, so if you don’t have a glittering academic record, make sure you elaborate on your experience.

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Work Experience

This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with the most recent at the top. Highlight your key achievements, and aim to use bullet points rather than lengthy descriptions.

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

  • Brief role overview

  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]

Hobbies and Interests

This section is not essential, but can be a good opportunity to reinforce your application, and show a future employer what motivates you outside of work.

Don’t just say that you ‘like to socialise’ be specific, and don’t be afraid to share your successes. If you can put a sales slant on this part of your CV too, even better.

I’ve completed a marathon for [charity]

I negotiated my away across [country] on a budget, working as I went

References

References are available upon request.

Download our full sales CV template.