Tag Archives: Groupthink

Open Mind: A Cure for Cognitive Bias

By Lou Quinto
Executive Coach and Speaker

Fake News…. Alternative Facts….

These are two terms that we hear too much of in the news these days, and they are invading our team and project meetings.

I don’t intend to get into a political debate. What I do want to highlight is the phenomenon of cognitive bias that causes us to rely only on that information which is not in conflict with what we already believe to be true and how it is detrimental to sound critical thinking. Every critical thinking process you can employ adheres to the old adage; “Garbage in, garbage out.” Thereforeif you only use information with which you believe to be true or agree, chances are you will fail in solving your problems correctly, creating solid strategic plans or making accurate decisions.

Cognitive bias occurs because of several reasons:

  • You take mental shortcuts when solving problems or making decisions to save time.
  • Too much information is available, and you gravitate to only that information with which you are most familiar or you believe to be true.
  • You are motivated by emotional or moral reasons.
  • You yearn to be “in-sync” with your associates or friends – Peer pressure or Groupthink.

There are 120 types of cognitive biases that we all experience when assessing situations, solving problems, generating solutions, and making decisions. It’s a regular smorgasbord! Without having to spend years in therapy to break through these biases there is one easy solution we can all practice which will help us steer clear of cognitive biases – having an open mind. An open mind will permit you to look at information that may be in conflict with your experiences and what you understand to be true. Ultimately, an open mind leads to more accurate decisions, plans, and solutions.

Here are ten suggestions you should consider acting on to keep that door to your mind open on a regular basis:

  • Listen More Than You Talk!

When you talk, you reinforce what you already know and believe. When you listen, you hear information that may be different from what you know and believe.

  • Think Positive, Before Negative

Our brains are prewired to protect us. When someone brings up a new idea our brains have an “Automatic Negative Thoughts” trigger. Our first reaction is to give a dozen reasons why the idea is bad or why it won’t work. Force your brain to start thinking about the positives. Think how an idea will work, or what the benefits of that idea could be.

  • Never Say Never, Never Say Always

This mindset keeps your thoughts and beliefs static. The world around us is moving fast. Things DO change. Your thinking and thoughts must also change in order to stay up-to-date. By saying NEVER and ALWAYS you do not allow your thinking to evolve.

  • Avoid Making Snap Decisions

When you make snap decisions it’s usually because of overrated intuition– your gut. That means you do not think through decisions by using established criteria and facts. The more you do this, the more comfortable you feel making decisions “on the fly” which keeps your mind closed.

  • Respect Others’ Point of View

By respecting other people’s points of view, it prevents your brain from being immediately defensive about views, opinions, or feeling that are different than yours. This invites people to express their points of views more often. You will find It increases collaboration and teamwork!

  • Look for New Opportunities

Thomas Edison was quoted as saying, “There is a better way to do it, I have to find it.” Be like Edison and look for new opportunities to be more productive and more efficient. This mindset will help keep your mind’s door wide open.

  • Expand Your Network

We surround ourselves with people who tend to think like we do. They are your comfort zone and provide you a “safe place.” Expand your business network. Add new people to your circle of friends. These people will provide a diversity to your views and what you think.

  • Make Failure an Option

When thinking through new ideas, or different ways to do things, make failure an option in your mind. We naturally avoid failure at all costs so we will make judgments sometimes because of uncertainty or lack of knowledge. When you let yourself consider failure as an option you will not be quick to dismiss those ideas that appear on the surface as unsafe.

  • Get Away from Your Screens

This is the most difficult of all of the suggestions. We are addicted to our screens – computer screens, cell phone screens, TV screens, tablets, and even touch screens on our car’s dashboard. Make an effort to go on a technology diet. Each day, make a conscious decision to detach yourself from all screens for a period of time – one or two hours, initially. When you get on your screens you gravitate to information with which we agree – Facebook pages, Twitter or Instagram accounts, or texts to and from our friends. It confirms our beliefs. It makes us feel “safe.” Turn them off. Walk the dog. Go for a run or a bike ride. Better yet, sit down and talk with your family, friends, and neighbors.


Lou Quinto has been working with companies and their associates internationally for over the past 25 years primarily in the area of critical thinking and communication skills. He is a Master Coach and Keynote Speaker for Action Management Associates in Plano, TX and a Senior Consultant on the Leadership and Organizational Effectiveness team for Executive Development Associates in Oklahoma City, OK. You can read more of his insights on this blog, Metacognition or you can contact him at louquinto@gmail.com. Originally from New Jersey, today Lou resides in Indianapolis, IN.

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Filed under Critical Thinking Tools, Problem Solving, Strategic Thinking

Breaking Through Groupthink with Simple Questions

By Lou Quinto, Executive Coach and Speaker

How many times have you been in a meeting and have been afraid to say something because you believed it went against what the group was thinking? Or, worse yet, nobody in the meeting spoke up because everyone believed it’s not what the “authority” in the meeting (or residing in Mahogany Hall) desired.

It’s common place and happens far too often. In fact, it can set an organization up for failure or be an impediment to complete success.

This phenomenon is known as Groupthink. The group dynamic syndrome was identified and explained by social psychologist, Irving Janis in 1972. In his book, Victims of Groupthink, Janis outlines what he calls “Eight Symptoms of Groupthink.” In the situations described above, two of those symptoms are occurring. First, Self-Censorship. This is where an individual(s) withhold any doubts and deviations from what is believed to be the group’s perceived consensus. The second symptom is Direct Pressure on Dissenters. This is where members of the group believe that they are under pressure (both real and perceived) not to express arguments against any of the group’s or organization’s views.

In my work assisting clients to resolve problems, to make decisions and to develop strategy, I have personally witnessed bona fide “subject matter experts” sit quietly while they knew that the group’s final solution, decision or strategy was either extremely risky, or downright wrong. We are social creatures and one of our biggest fears is losing favor amongst our peers or being seen as someone that causes trouble or creates conflict. Therefore, our individual need for acceptance many times trumps what we know is best for the group or are keys necessary for its success. We protect our status by simply providing no opinion at all.

People who lead groups or facilitate meetings need to be keenly aware of this group dynamic. As I always tell my clients, you can’t judge a meeting by how few differences and conflicts the group had, but instead by how many a group had and most importantly how they dealt with or resolved the conflicts. If you had differences and conflicts then you had a great meeting. If you had none, then I suggest you look in a mirror because you have been blind to potential risks and failures.

The prescription to Groupthink that I offer my clients is a process that I have adapted from several different facilitation techniques. I call it the “PIVOTS Maneuver.” I coined the phrase from a debating tactic. During a debate a participant might clarify a question or stated position by “pivoting.” This involves listening to others’ opinions, understanding their position, and then finding a common goal in that opinion and convincing them that your solution to achieving the goal is the best by offering facts that are not present or were not considered by the other person.

PIVOTS is an acronym for a series of questions that permit individuals in the group to explore a solution, decision, or strategy from several different perspectives. By asking these questions you are “giving permission” to everyone to explore and offer answers to those questions in a “safe environment.” The key phrases in the previous sentence are “giving permission” and “safe environment.” When people believe that they have “permission” to speak up and that there will be no retribution or consequences, only then will they know the environment is “safe” to offer up differing opinions or contradicting facts.

Here are the PIVOTS questions:

PWhat are the Positives that can result from our solution, decision or strategy?

IWhat additional Ideas do you have regarding this solution, decision or strategy?

VWhat Vulnerabilities do you believe the group might face on account of this solution, decision or strategy?

OWhat Opinions – feelings or hunches – does this solution, decision or strategy conjure up in your mind?

T What Truths — facts — do we know that will support the solution, decision or strategy we are recommending?

SIn moving forward with this solution, decision or strategy; what are our potential next Steps or required actions?

Next time you’re leading a meeting and you detect Groupthink to be setting in, call time out and lead the group through these questions one-by-one and record every answer on a whiteboard or a flip chart so that everyone can see them. By “pivoting,” the symptoms of Groupthink will evaporate because you have encouraged the group members to turn over every stone and to explore every objection, fact or opinion. This facilitation technique can be successful to help “neutralize the intimidator” in the room and to also crack away at a silo-like or authoritarian culture that might exist throughout the entire organization.

Lou Quinto has been working with companies and their associates internationally for over the past 25 years primarily in the area of critical thinking and communication skills. He is a Master Coach and Keynote Speaker for Action Management Associates in Plano, TX and a Senior Consultant on the Leadership and Organizational Effectiveness team for Executive Development Associates in Oklahoma City, OK. You can read more of his insights on his blog Metacognition or you can contact him at louquinto@gmail.com. Originally from New Jersey, today Lou resides in Indianapolis, IN.

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Filed under Critical Thinking Tools, Group Effectiveness