I think one of the biggest challenges in group settings is what is
called groupthink.\
\
Groupthink happens when people in a group go along with decisions just
to avoid disagreement, instead of questioning or debating ideas. Imagine
you and your friends decide to go on a trip. One person suggests taking
a new route that nobody has tried before. Without thinking, everyone
agrees. No one stops to ask whether the road is safe, what the traffic
is like, or if there will be places to refuel along the way. That is
groupthink. Decisions are made because they seem easy or because
everyone assumes the majority must be right.\
\
A very common example of this happens on social media. One influencer
shares an opinion, and before you know it, their followers start
repeating it without thinking for themselves. It creates what I call the
bandwagon mentality, where people just go with the flow without asking
questions.\
\
Now, there is a psychologist called Irving Janis who described eight
signs that groupthink is happening. These include things like believing
the group can never be wrong, ignoring warnings, blindly following
morality, seeing outsiders as the enemy, pressuring anyone who
disagrees, keeping silent to avoid conflict, assuming silence means
agreement, and blocking out any information that challenges the group's
decision.\
\
I see this play out all the time, especially in workplaces. Imagine
being in a team meeting where a decision is made, and even though you
think it is the wrong one, you keep quiet because you do not want to be
the only one to speak up. Or maybe someone raises a valid concern, but
they are brushed off or even laughed at. That is groupthink at work.\
\
This is why I believe conflict is not always a bad thing. A lot of
people hear the word "conflict" and immediately think of something
negative. But conflict, when handled properly, can be a good thing.
There is an old Yoruba saying that even the tongue and the teeth
sometimes clash. No matter how close people are, disagreements will
happen. It is normal. In fact, it is necessary.\
\
The problem is that most organizations only talk about how to resolve
conflict, but they never talk about how to use conflict to their
advantage. I call this effective conflict. It is the kind of
disagreement that challenges ideas, forces people to think critically,
and leads to better decisions. When a team encourages constructive
disagreements, they refine their thinking, explore different solutions,
and avoid the dangers of groupthink.\
\
That being said, too much negative conflict can be disruptive, but
having too little of it can be just as harmful. It is about balance. If
everyone agrees all the time, nobody is thinking hard enough.\
\
So, how do you avoid groupthink? Encourage different perspectives.
Create an environment where people feel safe to speak up. Play devil's
advocate. Bring in outside opinions. Give people the option to share
anonymous feedback if they are afraid to speak in a group. And most
importantly, take time to reflect on big decisions instead of rushing
into them.\
\
Groupthink is dangerous because it gives the illusion of unity, but it
often leads to poor decisions. If you are in a group where nobody is
questioning anything, where everyone just follows along, take a step
back and ask yourself why.\
\
So the next time someone disagrees with you, do not be so quick to
dismiss them. Listen. Think about what they are saying. Challenge your
own thinking. That is how real progress happens.
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**Why I Became a Mentor: The Truth About Helping Young Physiotherapists
Succeed**
Mentorship was never part of my plan, yet here I am, guiding young
physiotherapists toward success. In this blog, I share my journey, from
struggling to find my own way to mentoring physios across Africa and the
United Kingdom
Adebola Badiru