It can be difficult to know how well a team is getting along or operating under the cloak of fear; suppressed dissent or Groupthink. Have you ever been in a meeting where the boss says, “Does anyone have a comment? Does anyone disagree?” Silence ensues.
Then the deadly, “Okay, silence is consent, you know.” The boss then moves on to other business. Months later. Another meeting. The boss pounds the table furiously. “Why isn’t anything happening? We had complete buy-in last quarter.” No one says anything. No doubt you’ve had this occur.
Warren Bennis found in a study that 70% of employees say nothing rather correct their superiors. This includes up to and including the likelihood of their committing grievous mistakes.
A study of the decision-making of the Kennedy Administration during the Bay of Pigs invasion concluded the disaster proceeded because of groupthink. Those with doubts remained silent. Groupthink can lead an organization down the path of mediocrity and obscurity. Where decisions become blame of circumstances by inerrant managers and pseudo leaders. Dissent and negative thinking considered subversive, can under appropriate managers and leaders prove innovative garnering substantial competitive advantage.
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