Group Thinking
GROUP THINK
CONCEPT: GROUP DYNAMICS
GROUP: 01
HARISH D P-101202080
VARUN NADIG-101202049
ABSTRACT
Groupthink is a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.
The case seeks to explain how group harmony overrides the importance of making good decisions.
Groupthink adversely affects many groups and can dramatically hinder their performance. GIST OF THE CASE
This case deals with a civilian worker at a large air-force base who was working as a member of a process improvement team and how groupthink hinders her team s decision making ability.
It took almost a month to come up with a plan
It was initially 8 steps but after the team finished its plan were 19 steps.
The new plan slowed down the process by 2 weeks.
Even though the team members knew that this system was worse than its predecessor, no one wanted to question the team s cohesion.
The problem lasted an entire year until the General who formed the team complained about it.
Virginia Turezyn, the managing director of Infinity Capital was skeptical about the Dot-Com boom of the late 1990.
But after reading up of its success, she decided to invest.
She invested millions in several Dot-Coms, including I-drive, a company that was giving away storage for free. Which was the cause of loss of money for the company.
When Virginia spoke up at a board meeting saying that they were spending too much money, the executives shook their heads and said that if they started charging for storage then they would lose their customers.
Later I-drive filed for bankruptcy.
Steve Blank, an entrepreneur, is a member of advisory boards of many
Internet start-ups.
During a board meeting he tried to persuade his fellow board members to change the business model. Blank wanted to spend the money that was raised to acquire more customers.
The reply that the CEO gave Steve to his suggestion was
CONCEPT: GROUP DYNAMICS
GROUP: 01
HARISH D P-101202080
VARUN NADIG-101202049
ABSTRACT
Groupthink is a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.
The case seeks to explain how group harmony overrides the importance of making good decisions.
Groupthink adversely affects many groups and can dramatically hinder their performance. GIST OF THE CASE
This case deals with a civilian worker at a large air-force base who was working as a member of a process improvement team and how groupthink hinders her team s decision making ability.
It took almost a month to come up with a plan
It was initially 8 steps but after the team finished its plan were 19 steps.
The new plan slowed down the process by 2 weeks.
Even though the team members knew that this system was worse than its predecessor, no one wanted to question the team s cohesion.
The problem lasted an entire year until the General who formed the team complained about it.
Virginia Turezyn, the managing director of Infinity Capital was skeptical about the Dot-Com boom of the late 1990.
But after reading up of its success, she decided to invest.
She invested millions in several Dot-Coms, including I-drive, a company that was giving away storage for free. Which was the cause of loss of money for the company.
When Virginia spoke up at a board meeting saying that they were spending too much money, the executives shook their heads and said that if they started charging for storage then they would lose their customers.
Later I-drive filed for bankruptcy.
Steve Blank, an entrepreneur, is a member of advisory boards of many
Internet start-ups.
During a board meeting he tried to persuade his fellow board members to change the business model. Blank wanted to spend the money that was raised to acquire more customers.
The reply that the CEO gave Steve to his suggestion was