Decision-making on a board can be harder than it looks from the outside, especially during times of upheaval or crisis like the COVID-19 pandemic.
Three Secrets To Smarter Thinking On Boards And Other Teams
For social psychologist Irving Janis, Pearl Harbor was a perfect example of what he called “groupthink” in a 1971 article in Psychology Today. For Janis, groupthink was at the heart of some of the worst disasters and poorest decisions in world history, including Pearl Harbor. Today groupthink continues to help explain many large-scale blunders and problems, from the 2008 financial crisis to social media pile-on.
