Chapter 11 notes that a key feature of small groups is the degree of cohesiveness, or sense of unity, a team achieves. When a group has trouble building cohesiveness, members may not feel committed to the group’s tasks or to one another (Aubert & Kelsey, 2003). As a result, they may not follow through on assigned tasks or help out other group members. But too much cohesiveness can be just as risky—because group members may hesitate to critically evaluate one another’s ideas and decisions. In an overly cohesive group, people want to maintain harmony more than anything else, so they avoid challenging one another’s ideas—a phenomenon known as groupthink (Janis, 1982). Highly cohesive groups become particularly vulnerable to groupthink when they have a long history of success, are under time pressure, or have a high-status or particularly persuasive individual on their team. In the interest of “not rocking the boat,” group members hold back potentially conflicting opinions and information. This prevents the group from gathering the diverse views and knowledge it needs to make smart decisions.

Though all groups need cohesion, leaders must also look for and promptly address symptoms of groupthink (Janis, 1982). When groupthink occurs, members may believe that the group is invincible and can do no wrong. They may come to quick agreement on decisions and ignore information or opinions that go against what has been decided. Or members may put pressure on dissenters to “just go along”—for example, by staring disapprovingly at someone who questions a decision or telling the person to “let it go.”

If a team seems to be slipping into groupthink, leaders need to take action—fast. The following steps can help: