Groupthink: Psychological Studies of Policy Decisions and Fiascoes 2nd Edition

by Irving L. Janis (Author)

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ISBN-13: 978-0395317044

ISBN-10: 0395317045

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GroupthinkPsychological Studies of Policy Decisions and Fiascoes

Paperback: 349 pages
Publisher: Cengage Learning; 2 edition (May 19, 1982)
Language: English
ISBN-10: 0395317045
ISBN-13: 978-0395317044
Product Dimensions: 6.3 x 0.8 x 9.2 inches
Shipping Weight: 1 pounds (View shipping rates and policies)
Average Customer Review: 24 customer reviews
Amazon Best Sellers Rank: #351,558 in Books (See Top 100 in Books)
- #729 in Books > Textbooks > Social Sciences > Political Science > Public Policy
- #1076 in Books > Medical Books > Psychology > Social Psychology & Interactions
- #1398 in Books > Health, Fitness & Dieting > Psychology & Counseling > Social Psychology & Interactions

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A classic work in decision-making

January 3, 2008

Format: PaperbackVerified Purchase

When you fill a room with smart, capable people, why do decisions sometimes go so wrong? Janis has one hypothesis: They can become victims of "groupthink." Groupthink refers to (Page 9) ". . .deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures." Janis describes the dynamic thus (Page 5):

"In studies of social clubs and other small groups, conformity pressures have frequently been observed. Whenever a member says something that sounds out of line with the group's norms, the other members at first increase their communication with the deviant. . .But if they fail after repeated attempts, the amount of communication they direct toward the deviant decreases markedly. The members begin to exclude him. . . . [T]he more cohesive the group and the more relevant the issues to the goals of the group, the greater is the inclination of the members to reject a nonconformist." In short, groups will tend to reinforce their own views and reject the words of those who disagree. In this case, members of the group become "conformist to some conformity."

Janis uses several case studies of what he considers to be "groupthink"--The Bay of Pigs invasion, the escalation of the Korean War in 1950, the attack on Pearl Harbor while the "fortress slept," and escalation of the Viet Nam War. In each instance, according to Janis, top decision-makers walled themselves off from dissenting voices and tended to reinforce one another's preexisting positions. In counterpoint are two successes, where groupthink did not triumph--the Cuban Missile Crisis and the development of the Marshall Plan.

The thesis may be a bit simplistic, but it is abundantly clear from this book and from what we see around us that groupthink can be problematic. I suspect that one could argue that decisions such as the following, which appear to be one poor decision on top of another, may be examples of this phenomenon at work: Jimmy Carter's failed effort at a rescue mission to liberate the hostages in Iran; the plan to attack Iraq without any serious planning for what would happen afterwards; the dividing up of the Middle East into artificial countries after World War I. Readers can try to think of other examples, too--whether in politics, in their workplace, or in any other location where group decision-making takes place.

What to do? Some point out Franklin Roosevelt's style of getting input from many different advisors, this hearing an array of voices (although in the run up to Pearl Harbor, one doesn't find much of this in the President's Inner Circle). In the last chapter, Janis provides a number of suggestions as to how decision-making can be structured so as to reduce the odds of groupthink occurring (e.g., don't have the leader express preferences until all voices have been heard; have the leader encourage questions to be raised and then pay attention to those who dissent and taker their arguments seriously). These may not be earth shaking ideas, but they would, in Janis' view, at least reduce the odds of dire consequences coming from groupthink.

The first version of this book came out in the early 1970s, but it is still timely today.

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Douglas M.

I originally read this book in college as part of ...

March 7, 2016

Format: PaperbackVerified Purchase

I originally read this book in college as part of a course. The term "Groupthink" is as appropriate now as then; maybe even more so - with the movement of political correctness run-amok. This book should be required reading in all colleges.

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Kindle Customer

Will open your eyes to why so many get involved without really knowing what the leading is advocating.

May 24, 2018

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Will open your eyes to why so many get involved without really knowing what the leading is advocating.

One person found this helpful

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Stephen T. Morley

I recommend this book for anyone that works in a team environment

December 6, 2013

Format: PaperbackVerified Purchase

This is a fascinating read. We see the results of group think everywhere and around us every day. Truthfully, I think this book shoots holes in the superiority of theory of team judgement. If you work in a team environment and understand "group think", it is possible to enhance your influence on the outcome of the decision process. You can have fun with this!

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Robert W. Brown

Had read book years earlier, and now ordered 8 ...

August 11, 2015

Format: PaperbackVerified Purchase

Had read book years earlier, and now ordered 8 copies for my Men's Book and Gourmet Group's upcoming session which I will host.

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BWS24

Groupthink or not think? Good for aspiring leaders and administrators

December 31, 2015

Format: PaperbackVerified Purchase

Used a lot in MPA course. Reference tool and easy to read...wanted to keep but parted ways with, for more book funds.

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Barbara L

Good Book

January 24, 2013

Format: PaperbackVerified Purchase

It's a classic academic writing. Informative for anyone looking for more effective decision-making and conflict issues in groups and organizations.

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Five Stars

June 15, 2015

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Great

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Groupthink: Psychological Studies of Policy Decisions and Fiascoes 2nd Edition

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