Groupthink is a psychological phenomenon in which the members of a group make decisions based on a perceived need to conform, avoid conflict, and achieve group cohesiveness. When this phenomenon occurs, group members abandon [critical thinking](https://www.masterclass.com/articles/guide-to-critical-thinking), avoiding questions about or expressing doubt in the decision-making process in favor of reaching a group consensus. Groupthink eliminates individuality and creativity from group decision-making but also undermines the ethics and morality of the group. It can ultimately lead to substandard decisions with long-ranging negative outcomes for the group and those impacted by its choices.

Groupthink is an example of social psychology, which observes how people interact with each other in groups. But groupthink can also occur in other scenarios, including business, politics, religion, and education. There are many real-world examples of groupthink throughout history, from the Bay of Pigs invasion to Vietnam.
Groupthink can have adverse effects on business decisions. Ignoring hard data and analysis of business trends in favor of group harmony can keep out new ideas and hurt the creativity a business needs to thrive. 

Overconfidence in a business decision can undercut warning signs or ward off better decisions or more effective [problem-solving](https://www.masterclass.com/articles/how-to-develop-problem-solving-skills). In both cases, the bottom line—[profit margins](https://www.masterclass.com/articles/gross-profit-margin-explained)—can suffer as a result of groupthink.
Groupthink began with sociologist and writer William A. Whyte, Jr., who coined the term in 1958. Whyte derived the word from “doublethink”—a term that author George Orwell used in the classic tome *Nineteen Eighty-Four*—which means “believing in two contradictory ideas.” Whyte’s definition of groupthink was a rationalization of conformity that allowed groups to believe that their poor decisions were both practical and moral.

Social psychologist Irving Janis conducted extensive research into group dynamics and groupthink, which he described as a way of thinking in which concurrence, or agreement, was so important to a cohesive group that it canceled any attempt to explore a different course of action when making decisions. Janis looked at famous examples of groupthink with disastrous results, such as the Bay of Pigs invasion in 1961, and published his findings in a case study, *Victims of Groupthink*, in 1972.
Social psychologist Irving L. Janis identified the following characteristics or symptoms of groupthink behavior:

1. __Direct pressure__: Groupthink divides groups into two camps: the in-group and the out-group. The in-group is in agreement with a decision, while the out-group raises questions or disagrees. The in-group can pressure the out-group to conform to groupthink or risk members viewing them as dissenters or disloyal.
2. __The illusion of invulnerability__: Lack of questioning or alternate opinions makes in-group team members feel overconfident, leading to greater risk-taking when making decisions.
3. __The illusion of unanimity__: Group members view the lack of questions regarding their decisions as a sign that everyone in the group agrees with them. The sense of a unified front makes it harder for others to present a dissenting opinion.
4. __Mindguards__: Individual members act as self-appointed gatekeepers, shielding the group leader and other members from different opinions. They keep out any outside influence that might negatively impact group identity.
5. __Rationalizing__: Groupthink encourages group members to dismiss any outside information, especially warnings or criticisms. Paying attention to this information might make them think deeper about or reconsider their opinions.
6. __Self-censorship__: Victims of groupthink will repress any ideas or opinions that put them at odds with the group. They may even come to doubt their thoughts and beliefs.
7. __Stereotyping__: In-group members may argue with and verbally abuse out-group members for their dissenting opinions. Negative biases, which paint them as ignorant, weak-willed, or morally corrupt, may also be part of stereotyping.
8. __Unquestioned belief__: Illusions of invulnerability, combined with the in-group’s unwavering belief in their own moral and ethical correctness, can lead to defective decision-making. It also causes group members to disregard any consequences for their actions.
There are many historical examples of groupthink. Some of the most notable are:

1. __The Bay of Pigs invasion__: In 1961, President John F. Kennedy carried out an invasion of Cuba intended to uproot the spread of Communism under Cuban leader Fidel Castro. Though advisors privately doubted the mission’s success, they failed to inform the president of their concerns; when Castro’s forces routed the 1,400 Cuban exiles recruited for the invasion, the Bay of Pigs became one of the largest political fiascoes in twentieth-century American politics.
2. __Pearl Harbor__: United States military forces intercepted information from the Japanese Army, which suggested an attack on US soil in the Pacific. Naval officers disregarded warnings from Washington, DC, citing the belief that the Axis forces would never mount an offensive. More than 2,000 US servicemen lost their lives during the attack on Pearl Harbor in Honolulu, Hawaii, on December 7, 1941, which spurred America to enter World War II.
3. __Space shuttle *Challenger*__: Aerospace manufacturer Morton Thiokol warned flight managers at NASA that their O-rings, which sealed the booster rockets on the space shuttle *Challenger*, could not handle the low morning temperatures expected before liftoff on January 28, 1986. NASA dismissed these concerns and proceeded with the mission. This decision resulted in the explosion of the *Challenger* and the deaths of the astronauts on board.
4. __Vietnam War__: Fear over the rise of Communism pushed the United States into conflict during the Vietnam War. Advisors urged President Lyndon B. Johnson to send troops into the Southeast Asian country in 1964. Though most of the public and many senior government officials opposed the decision, Johnson kept up the escalation of US military forces in Vietnam until 1973. The war resulted in numerous casualties on both sides.
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Groupthink results when a group supports or opts not to refute a decision to maintain cohesion. Learn about the characteristics of this phenomenon and its origins.

Groupthink results when a group supports or opts not to refute a decision to maintain cohesion. Learn about the characteristics of this phenomenon and its origins.

What Is Groupthink? 8 Characteristics of Groupthink Behavior

Groupthink is a psychological phenomenon in which the members of a group make decisions based on a perceived need to conform, avoid conflict, and achieve group cohesiveness. When this phenomenon occurs, group members abandon <a href='https://www.masterclass.com/articles/guide-to-critical-thinking' target='_self' class='mc-text--link' data-mc-segment-trigger='true' data-mc-segment-event-type='Article Page Click' data-event-obj='{"textTag":"p","href":"https://www.masterclass.com/articles/guide-to-critical-thinking","linkCopy":"critical thinking","category":null}'>critical thinking</a>, avoiding questions about or expressing doubt in the decision-making process in favor of reaching a group consensus. Groupthink eliminates individuality and creativity from group decision-making but also undermines the ethics and morality of the group. It can ultimately lead to substandard decisions with long-ranging negative outcomes for the group and those impacted by its choices.Groupthink is an example of social psychology, which observes how people interact with each other in groups. But groupthink can also occur in other scenarios, including business, politics, religion, and education. There are many real-world examples of groupthink throughout history, from the Bay of Pigs invasion to Vietnam.

 What Is Groupthink?

Groupthink can have adverse effects on business decisions. Ignoring hard data and analysis of business trends in favor of group harmony can keep out new ideas and hurt the creativity a business needs to thrive. Overconfidence in a business decision can undercut warning signs or ward off better decisions or more effective <a href='https://www.masterclass.com/articles/how-to-develop-problem-solving-skills' target='_self' class='mc-text--link' data-mc-segment-trigger='true' data-mc-segment-event-type='Article Page Click' data-event-obj='{"textTag":"p","href":"https://www.masterclass.com/articles/how-to-develop-problem-solving-skills","linkCopy":"problem-solving","category":null}'>problem-solving</a>. In both cases, the bottom line—<a href='https://www.masterclass.com/articles/gross-profit-margin-explained' target='_self' class='mc-text--link' data-mc-segment-trigger='true' data-mc-segment-event-type='Article Page Click' data-event-obj='{"textTag":"p","href":"https://www.masterclass.com/articles/gross-profit-margin-explained","linkCopy":"profit margins","category":null}'>profit margins</a>—can suffer as a result of groupthink.

Groupthink’s Impact on Business Decisions

Groupthink began with sociologist and writer William A. Whyte, Jr., who coined the term in 1958. Whyte derived the word from “doublethink”—a term that author George Orwell used in the classic tome Nineteen Eighty-Four—which means “believing in two contradictory ideas.” Whyte’s definition of groupthink was a rationalization of conformity that allowed groups to believe that their poor decisions were both practical and moral.Social psychologist Irving Janis conducted extensive research into group dynamics and groupthink, which he described as a way of thinking in which concurrence, or agreement, was so important to a cohesive group that it canceled any attempt to explore a different course of action when making decisions. Janis looked at famous examples of groupthink with disastrous results, such as the Bay of Pigs invasion in 1961, and published his findings in a case study, Victims of Groupthink, in 1972.

Origins of Groupthink

Social psychologist Irving L. Janis identified the following characteristics or symptoms of groupthink behavior:<ol class="mc-m-4"><li class="mc-my-4"> 1. Direct pressure: Groupthink divides groups into two camps: the in-group and the out-group. The in-group is in agreement with a decision, while the out-group raises questions or disagrees. The in-group can pressure the out-group to conform to groupthink or risk members viewing them as dissenters or disloyal. </li><li class="mc-my-4"> 2. The illusion of invulnerability: Lack of questioning or alternate opinions makes in-group team members feel overconfident, leading to greater risk-taking when making decisions. </li><li class="mc-my-4"> 3. The illusion of unanimity: Group members view the lack of questions regarding their decisions as a sign that everyone in the group agrees with them. The sense of a unified front makes it harder for others to present a dissenting opinion. </li><li class="mc-my-4"> 4. Mindguards: Individual members act as self-appointed gatekeepers, shielding the group leader and other members from different opinions. They keep out any outside influence that might negatively impact group identity. </li><li class="mc-my-4"> 5. Rationalizing: Groupthink encourages group members to dismiss any outside information, especially warnings or criticisms. Paying attention to this information might make them think deeper about or reconsider their opinions. </li><li class="mc-my-4"> 6. Self-censorship: Victims of groupthink will repress any ideas or opinions that put them at odds with the group. They may even come to doubt their thoughts and beliefs. </li><li class="mc-my-4"> 7. Stereotyping: In-group members may argue with and verbally abuse out-group members for their dissenting opinions. Negative biases, which paint them as ignorant, weak-willed, or morally corrupt, may also be part of stereotyping. </li><li class="mc-my-4"> 8. Unquestioned belief: Illusions of invulnerability, combined with the in-group’s unwavering belief in their own moral and ethical correctness, can lead to defective decision-making. It also causes group members to disregard any consequences for their actions. </li></ol>

8 Characteristics of Groupthink

There are many historical examples of groupthink. Some of the most notable are:<ol class="mc-m-4"><li class="mc-my-4"> 1. The Bay of Pigs invasion: In 1961, President John F. Kennedy carried out an invasion of Cuba intended to uproot the spread of Communism under Cuban leader Fidel Castro. Though advisors privately doubted the mission’s success, they failed to inform the president of their concerns; when Castro’s forces routed the 1,400 Cuban exiles recruited for the invasion, the Bay of Pigs became one of the largest political fiascoes in twentieth-century American politics. </li><li class="mc-my-4"> 2. Pearl Harbor: United States military forces intercepted information from the Japanese Army, which suggested an attack on US soil in the Pacific. Naval officers disregarded warnings from Washington, DC, citing the belief that the Axis forces would never mount an offensive. More than 2,000 US servicemen lost their lives during the attack on Pearl Harbor in Honolulu, Hawaii, on December 7, 1941, which spurred America to enter World War II. </li><li class="mc-my-4"> 3. Space shuttle Challenger: Aerospace manufacturer Morton Thiokol warned flight managers at NASA that their O-rings, which sealed the booster rockets on the space shuttle Challenger, could not handle the low morning temperatures expected before liftoff on January 28, 1986. NASA dismissed these concerns and proceeded with the mission. This decision resulted in the explosion of the Challenger and the deaths of the astronauts on board. </li><li class="mc-my-4"> 4. Vietnam War: Fear over the rise of Communism pushed the United States into conflict during the Vietnam War. Advisors urged President Lyndon B. Johnson to send troops into the Southeast Asian country in 1964. Though most of the public and many senior government officials opposed the decision, Johnson kept up the escalation of US military forces in Vietnam until 1973. The war resulted in numerous casualties on both sides. </li></ol>

4 Notable Historical Examples of Groupthink

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Groupthink results when a group supports or opts not to refute a decision to maintain cohesion. Learn about the characteristics of this phenomenon and its origins.

Groupthink results when a group supports or opts not to refute a decision to maintain cohesion. Learn about the characteristics of this phenomenon and its origins.
