All throughout human history, there has been a desire to conform. At times, conforming has been necessary for survival. Conformity has often been the pressure in our society to censor our opinions and feelings if speaking up will risk our ability to fit in and be accepted by a group. In psychology and sociology, this phenomenon is known as groupthink. Groupthink can be brought on by multiple social factors and frequently occurs in the workplace.

In the workplace, groupthink can result from strong personalities in the department that others want to remain on good terms with or from workplace issues and concerns that employees conform together and bond over. Regardless of its origin in the workplace, groupthink can be detrimental to building a strong culture, leading to low morale or stifling innovation.

A level of conformity isn’t necessarily a problem, especially when it involves blossoming relationships. Conformity is neither inherently good nor bad, as it can have both positive and negative effects. When we think about society, there is often a very positive outcome to conformity such as harmony and stability, but it can also cause people to lose their individuality and ostracize others that do not conform.

Take courtship for example. As two people get to know each other better, it is only natural to begin sharing opinions and views. If these two people constantly have differing views and share their dissent, chances are the relationship would be more volatile. Hence why conforming for the sake of union can be necessary.

Of course, we know that compromise is a big aspect of a successful relationship whether the individuals involved see eye to eye on everything or not.

At work, this type of openness rarely exists because people understand that the workplace is a professional environment. While speaking up with one’s opinions on a matter is not frowned upon, delivery is key and there is an expectation to express thoughts without disengaging others.

There are universal sets of rules in the workplace that supersede things like pride and self-promotion that tell us that once we enter the doors to work, we need to tone it down and always remain professional. These rules are reinforced by policy and, while necessary, contribute to conformity and can give the loudest individuals in the room a disproportionate amount of influence.

This imbalance of influence can lead to groupthink in the workplace, which, if left unchecked, can transform into a toxic work environment. An environment where others don’t feel comfortable speaking up or standing up to the source of the problem. The situation becomes more complex when a manager does not know how to address the problem either – a problem that they often know what or whom it stems from but can’t pinpoint behaviors.

When a manager sees what is happening, HR may not be supportive of corrective action if many of the examples provided are subjective in nature or conflicting accounts creating a slippery slope. Instead, HR will likely guide managers to document issues that arise and to make sure they are checking in with their teams frequently. Any concerns shared or identified should be investigated and addressed immediately.

Employees may not be comfortable speaking up if they fear retaliation, which can come in the form of avoidance or making someone feel isolated from the group they once interacted with. These are not necessarily always indicative of retaliatory behavior but are more subtle ways a groupthink mentality might present itself.

Groupthink can create barriers to innovation by silencing differing opinions in the workplace.

In a work setting where constant improvement is necessary to provide the best service possible, psychological safety is critical. Employees need to be accountable for their actions while also able to make mistakes without fear of negative consequences. This same can be said for groupthink in the workplace as employees need to feel safe offering differing opinions. Work environments must allow employees to operate based on critical thinking not solely emotion.

This kind of dynamic in the workplace is common, but it’s also avoidable. By taking the appropriate steps toward encouraging behaviors that reinforce open-minded and accepting teams, groupthink is less likely to occur. When the work environment is a safe space for individuals to share opinions and ideas it fosters a ‘speak-up culture’ or a workplace built on psychological safety.

How Managers Can Avoid Groupthink in the Workplace

Be observant: Take note of the team’s dynamics and pay close attention to non-verbal cues, especially in settings with the whole team together.

Check-ins: Regular conversations with team members build connections and comfort to share concerns.

Open communication: Promote open communication by empowering team members to talk to each other and engage in productive and respectful conflict.

Psychological safety: When mistakes happen, reinforce a continuous learning environment by reviewing the root cause and the team’s thoughts on how to do things better moving forward. Remove system constraints that may have caused an employee to believe the risk or behavior was warranted.

Address concerns: Always follow up on concerns shared to ensure team members know their voices are heard and their well-being is a priority.

There is a delicate balance between relationships and a groupthink mentality in the workplace. Of course, leaders should encourage strong bonds between employees as these types of relationships can be pivotal to engagement and loyalty, but if dynamics shift to a person or specific group controlling the morale it can have the opposite effect.

Leaders should be equipped to build a strategy around an open-minded work environment that accepts all ideas and thoughts – providing guidance and direction where needed. With the right resources and tools, leaders can identify areas of concern and work closely with HR to create a workspace welcoming to everyone.