“Bipolar groupthink”: Assessing groupthink tendencies in authentic work groups

Rosander, Michael; Stiwne, Dan; Granström, Kjell

doi:10.1111/1467-9450.00060

Cited by 11 publications

(16 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In the first, Rosander and colleagues (1998) tested the validity of a questionnaire measuring groupthink tendencies they labelled as omnipotent (characterized by bias and narcissism) and depressive (characterized by failure and helplessness) in several different authentic work organizations, including two police agencies. They reported that the police participants responded in a more ambiguous manner-that is, neither omnipotent nor depressive (Rosander et al, 1998). De Vries et al (2004) used a more applied methodology to study groupthink among police detectives in South African police services.…”

Section: Groupthinkmentioning

confidence: 99%

‘I’m not sick!…Are you?’ Groupthink in police services as a barrier to collecting mental health data

Ricciardelli

Czarnuch

Kuzmochka

et al. 2021

International Journal of Police Science & Management

View full text Add to dashboard Cite

Despite the high prevalence of mental disorders among Canadian police officers, treatment-seeking is lower than expected. Toward understanding how mental health services can be tailored for higher utilization by police, we aim to uncover factors that contribute to stigma and barriers to use, specifically within the context of group dynamics between officers. Nine semi-structured focus groups and one interview were conducted with civilian and non-civilian police service employees in Ontario, Canada. Data were coded to allow for themes to emerge from the transcripts. Participant voices ( n=33) revealed the presence of three characteristics of Janis’ groupthink: high group cohesion, conditions that create high stress and low self-esteem, and operating under directive leadership; each creating pressures that serve as barriers to treatment-seeking [Janis IL (1972) Victims of Groupthink: A Psychological Study of Foreign-Policy Decisions And Fiascoes. Boston: Houghton Mifflin]. Groupthink offers a potential explanation about why police, despite a high prevalence of mental disorders and access to mental health services, do not seek treatment as expected. Janis’s theory of groupthink is supported by police officer dialogue in focus groups. Understanding police group interactions can better inform prevention and treatment programs, ultimately leading to better access and use of existing mental health services, a reduction in stigma associated with treatment-seeking, and a healthier police workforce.

show abstract

Section: Groupthinkmentioning

confidence: 99%

‘I’m not sick!…Are you?’ Groupthink in police services as a barrier to collecting mental health data

Ricciardelli

Czarnuch

Kuzmochka

et al. 2021

International Journal of Police Science & Management

View full text Add to dashboard Cite

show abstract

“…But a clarification is needed to explain how the groupthink produces the defective decision making symptoms which will be answered in this paper. Different to Baron [4] which asserted the ubiquitousness of groupthink, this paper limits groupthink to the decision making within a small group or a workgroup [13,39,40] which typically comprised of three to twelve individuals [49]. A workgroup, as an organization, has the group knowledge that is shared among group members as tacit or explicit knowledge [25,31].…”

Section: Literature Reviewmentioning

confidence: 99%

Closed-mindedness and insulation in groupthink: their effects and the devil’s advocacy as a preventive measure

2020

View full text Add to dashboard Cite

This paper’s purpose is to clarify groupthink phenomena and to assess the devil’s advocacy as a groupthink prevention measure. An agent-based model is presented to formalize group closed-mindedness and insulation in a group decision making setting. The model was validated by showing that groupthink results in the decision with low quality and the group’s inability to explore more alternatives. Besides that, the devil’s advocacy also formulated in the model. The simulation results of different conditions of the devil’s advocacy support Janis’ suggestion to utilize the devil’s advocacy to alleviate groupthink. It is also found that the utilization of devil’s advocacy depends on the group’s condition and the desired amount of conflict to produce the best decision.

show abstract

“…Professionalism is important for one's self-esteem and self-image and may be a positive force favoring innovation (Damanpour & Gopalakrishnan, 1998). We would like to stress that if professionalism becomes too rigid, it may lead to groupthink and to resistance to new ideas and innovation (Rosander et al, 1998), so a delicate balance must be maintained. Resistance to new ideas found in the present study may simply have resulted from a lack of communication, which in turn can be traced back to insufficient organizational slack.…”

Section: Organizational Culture: Communication and Attitudesmentioning

confidence: 99%

Employee-driven Innovation in Welfare Services

Wihlman

Hoppe

Wihlman³

et al. 2014

NJWLS

View full text Add to dashboard Cite

There is a growing interest in both employee-driven innovation (EDI) and innovation in welfare services, but a lack of empirical studies addressing innovation from the employee perspective. Accordingly, this study was designed to contribute with well-grounded empirical knowledge, aiming to explore the barriers to and opportunities for participation in innovation experienced by employees of the Swedish welfare services. In order to reach the aim, a qualitative thematic analysis of 27 semi-structured interviews with employees in four municipalities was performed. The study identified three main themes, with a great impact on the innovative performance of the studied organizations: support, including leadership and innovation processes; development, including creativity and learning; and organizational culture, which includes attitudes and communication, all essential ingredients in EDI. Experienced barriers for innovation were unclear or non-existing innovation processes with ambiguous goals, insufficient learning, and deficient organizational slack, thus creating a tension between day-to-day work and innovation and hindering reflection and exploration. Attitudes of colleagues and lack of communication were also barriers to implementing innovation, suggesting the need for better management support for a communicative and open culture. Opportunities were found, including commitment to innovation and willingness to try new ideas, but the employees must be given the mandate and sufficient time to develop the potential that emerges from continuous learning, time for reflection, and user dialogue. The conclusion was that incremental innovations existed, but the full potential of these did not benefit the entire organization due to inadequate communication and lack of innovation processes. The study improves our understanding of how employees regard their involvement in innovation. It also discusses how to make better use of employees’ resources in innovation processes and contributes to important knowledge about EDI in the public sector. On the basis of our results, we suggest a model of EDI for use in practice.

show abstract

“Bipolar groupthink”: Assessing groupthink tendencies in authentic work groups

Cited by 11 publications

References 11 publications

‘I’m not sick!…Are you?’ Groupthink in police services as a barrier to collecting mental health data

‘I’m not sick!…Are you?’ Groupthink in police services as a barrier to collecting mental health data

Closed-mindedness and insulation in groupthink: their effects and the devil’s advocacy as a preventive measure

Employee-driven Innovation in Welfare Services

Contact Info

Product

Resources

About