the group thinking

--- 0:11 Here we are, a group of friends meeting at a bar, chatting about plans for future vacations. Every day, we interact with different groups—from family to work teams or social circles with colleagues. In the end, we always belong to several groups, and in each group, decisions must be made about plans or actions. 0:36 It’s part of our daily lives to make decisions in groups. I’m almost certain that the decision we make among friends will be good and that we’ll have a good time in the end. But often, group decisions aren’t entirely accurate. 0:50 For example, how are decisions made at your workplace? Are you allowed to express your ideas openly in meetings with your boss? Are you allowed to disagree with the majority? Are all opinions taken into account, or is there a leader who ultimately ensures that everyone does what they think is most convenient? 1:10 Today, we’re talking about why group decisions sometimes turn out to be really bad. 1:19 *Entiende Tu Mente*—Psychology Notes—hosted by psychologist Robert Mengual from Club WTM. 1:25 In social psychology, we study what psychologist Irving Janis called "Groupthink" in the early 1970s. He asked why bad decisions are sometimes made by groups supposedly composed of capable individuals responsible for making such decisions. To investigate this, he studied decision-making processes by the U.S. government during unfortunate and tragic historical moments such as the bombing of Pearl Harbor, the Vietnam War, and the Bay of Pigs invasion. 2:02 As a starting point for Groupthink, Janis concluded that group thinking prioritizes unity and collective decision-making over critically analyzing whether the decision being made is actually appropriate for effectively solving the situation at hand. 2:14 In Groupthink, connection takes precedence over critical analysis of the situation. To continue discussing this curious phenomenon of poor or even irrational group decision-making, it’s worth noting that Irving Janis based his studies on groups where all members shared a common identity—such as an enterprise group or a military unit. 2:36 These groups typically function under a shared identity and often have a leader with an unwavering vision—a leader who has already decided on a course of action. Some may think these types of groups resemble those leading certain companies, cities, or even countries. 3:01 According to Janis, these groups often have flawed structures. They are usually isolated; there are no norms or procedures on how to act effectively; and if all members of the group are homogeneous—that is, there’s no professional or participant with a different perspective or background—this further exacerbates the issue. Add external pressure requiring urgent decisions to this mix, and you have all the ingredients for poor group decision-making. 3:32 Additionally, group self-esteem may be low due to recent failures or pressure regarding objectives set for them—or even internal competition between different departments. 3:46 Irving Janis created a list of symptoms or key points he observed in all cases of disastrous group decisions. Among other examples, he highlighted those made by President Kennedy’s team during the Bay of Pigs invasion in 1961. 4:03 The first symptom is **invulnerability**—the belief that the group is above good and evil and will succeed no matter what. This excessive optimism blinds participants to potential risks. Several members of Kennedy’s commission later admitted that euphoria prevailed—they believed everything was achievable and that victory was inevitable. 4:29 The second symptom is **an unquestionable belief in the morality of the group**—assuming that their moral stance is correct without questioning whether their actions are actually right or wrong. Members never considered collateral damage from an invasion or attack. 4:50 The third symptom is **collective rationalization**—when most members think alike and begin collectively justifying their decisions without critically analyzing them. 5:01 The fourth symptom involves **stereotyped views of critical elements**—for example, seeing one’s own company as superior while viewing competitors as incompetent and incapable of reaching their level of quality or sales. In Kennedy’s commission, they believed Castro’s Cuban forces lacked negotiation skills and would desert as soon as they were attacked. 5:29 The fifth symptom is **self-censorship**—in his report on the failure at the Bay of Pigs, Arthur Schlesinger (an advisor to President Kennedy) admitted he refrained from expressing doubts during meetings to avoid disrupting harmony within the group. 5:46 Another symptom is **pressure on dissenters**—actively silencing or coercing individuals with different viewpoints to align with group unanimity. 6:02 The eighth symptom is **the illusion of unanimity**, which creates an empty space by ignoring any opposition or contradiction. 6:11 Finally, there are **mind guards**—individuals who act as protectors of the leader by ensuring no criticism affects their final decision. 6:41 The outcome of the Bay of Pigs invasion was three days of fighting (April 17–19, 1961), resulting in consequences opposite to what Kennedy’s commission intended—Fidel Castro gained strength and arguments supporting his anti-American rhetoric. 7:01 If you have an upcoming group meeting and want to avoid falling into Groupthink situations, here are some measures Irving Janis recommended: 7:17 - The leader should adopt an impartial position—remaining open to different proposals and expressing neutrality while making fair decisions. - Encourage critical thinking by forming small subgroups to evaluate options before debating them collectively. - Invite external experts qualified enough to assess situations critically and provide valuable input for decision-making. 8:06 What did you think about this psychology tip? Interesting, right? We also have a group—a club—but it seems much more harmonized than those mentioned here! It’s called Club WTM—a club where we provide valuable content while sustaining this project we love so much. 8:18 Feel free to check out our website entiendetumente.info tomorrow when we’ll upload the final session of our challenge *Cultivate Your Patience*, offering tips to help you become more patient over time—a way to care for yourself by understanding what makes you impatient and learning how to pause, breathe deeply, and make better decisions. 8:49 In our next podcast episode, Mónica and Luis will discuss self-esteem during adolescence. 9:00 If you enjoyed this podcast episode, share it—it might help someone else! Follow us on social media or subscribe to our mailing list at entiendetumente.info so you don’t miss any updates. 9:07 Thank you for your time—for being here—for recommending us—and for your likes and five-star reviews! Write us whenever you like—we’d love to hear from you via our website form at entiendetumente.info or on social media (Twitter, Facebook, Instagram) under *Entiende Tu Mente*. Have a great day! [MUSIC] --- Let me know if you'd like further assistance! Citations: [1] https://ppl-ai-file-upload.s3.amazonaws.com/web/direct-files/5252865/3fb9bf77-eb88-440b-8c58-91b4c33f32ab/paste.txt --- Answer from Perplexity: pplx.ai/share