In this article Parker argues that individual people who behave in certain ways, positively or negatively, may not be as free in their decision making as they believe. Parker outlines and explains the role of social factors in affecting the ideas and behaviors of individuals. These social factors include cohesion, identity, isolation, stress, group illusions and normative pressures. To illustrate the effects of groupthink and social influence over people’s behavior, Parker uses the example of individuals who objected to mask wearing and social distancing during the 2020 public health crisis.
While this article focuses on resistance to mask wearing it would also explain the January 6th capital riots and the need for leaders at all levels to possess an ability to recognize groupthink when it occurs. As the article points out leaders can promote rather than prevent groupthink and influence people’s decision to fall in line which is what happened when then President Trump encouraged supporters to march on the capital and disrupt congress in its duty to certify electoral votes. Unfortunately for the nation the president leveraged the power of groupthink to incite violence rather than to prevent it. When leaders develop the ability to recognize groupthink, they could effectively employ mechanisms to prevent destructive conflict which include critically evaluating objections and doubts, allowing group members to express opinions without dissent, examine alternatives and allow outside ideas to infiltrate the group in the form of devil’s advocate. With these tools and more, leaders can encourage and facilitate constructive conflict before escalation and injury occur.
LO2: Demonstrate the ability to assess complex organizational environments and achieve communication goals.
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