"Whenever you find yourself on the side of the majority, it is time to pause and reflect."
–Mark Twain
VIM Executive Coaching has, by this point, been privileged to listen to the stories of a great many executive leaders and to help those leaders become more authentic and effective. As to those many stories, one observation always seems to hold true: “group think” is rarely responsive thought. Executives often lament going along with the crowd and not expressing themselves.
Indeed, many of the decisions that come out of head-nodding, head-bobbing, deferential meetings are often regretted.
As writer Derek Schaedig, stated in his article for Simply Psychology, “Groupthink occurs when individuals in cohesive groups fail to consider alternative perspectives because they are motivated to reach a consensus which typically results in making less-than-desirable decisions.”
Schaedig further writes:
“Groupthink occurs when individuals within a group prioritize harmony and conformity over critical thinking, leading to a suppression of dissenting opinions and potential flawed decision-making.”
Ah, Harmony!
Many executives have learned to thrive in a sea of conformity, because they are fearful of expressing opinions and suggestions. It is understandable, especially as the job market tightens and the future appears uncertain. As the title of this post suggests, the meeting rallying cry is often,
“Before I speak, what do the rest of you think?” It is a wait and see question designed to garner support and even to become invisible for the sake of harmony.
Does it work?
Certainly, conformity is comforting (Oh boy, isn’t it?). Technology expert Bryant D. Nielson writing on the topic of group conformity expressed:
“Conformity in the workplace, for example, can lead to smoother interactions with colleagues, a greater sense of belonging, and a reduction in conflict. It can also make it easier to climb the corporate ladder, as those who align with organizational culture are often favored in promotions and other opportunities.”
But is conformity in group thinking useful? Nielson feels, “In a world where everyone is striving to fit the same mold, it becomes increasingly difficult to stand out. This lack of differentiation can make individuals easily replaceable, whether by other employees or, in some cases, by automation.”
Wait a minute here! Was the writer saying that an executive who is doing their best to fit in also has the opportunity to be easily replaced because they are lacking a voice and valid input? Sadly, yes.
The dangers of everyone agreeing is a present-day phenomenon that is well noted throughout management consulting circles. Human Resources expert R. Orlando Rodriguez makes no bones about it:
“What starts at the executive level as polite agreement cascades through the entire organizational structure like a waterfall of silence. When top leadership creates a culture where agreement is the safest path, middle managers adopt the same approach with their teams – not because they want to, but because they've learned it's ‘how things work here.’”
The conclusion that comes from all of this decision-making fear, of not having opinion, of shying away from authentic input is that it can be catastrophic for the organization. When fear replaces genuineness and truth no one in the organization wins.
Let us be clear: there is a huge difference between the expression of alternative arguments and being discourteous or impolite! Executive leaders can certainly learn the skills to navigate those waters. We would argue that it is imperative to consider alternatives and to raise valid questions.
VIM Executive Coaching works with groups to assist in helping team thought to become more constructive and powerful. In 2026, organizations must overcome the negative outcomes that often result from unhealthy groupthink.