The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
Groupthink - Dangerous Effect on Group Decision Making
1. Groupthink
(ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﺟﻣﺎﻋﻲ )ﺍﻟﻌﻘﻝ ﺍﻟﺟﻣﻌﻲ
Translated and updated by Tarek Salah: tarek.salah.kamel@gmail.com
From Original source: www.psysr.org/about/pubs_resources/groupthinkpresentation.ppt
2. Part 1
1. What is it?
ﻣﺎ ﻫﻭ؟
2. Why should we care about it?
ﻟﻣﺎﺫﺍ ﻋﻠﻳﻧﺎ ﺍﻻﻫﺗﻣﺎﻡ ﺑﻪ؟
3. What can we do about it?
ﻣﺎﺫﺍ ﻳﻣﻛﻧﻧﺎ ﺃﻥ ﻧﻔﻌﻝ ﺣﻳﺎﻟﻪ؟
Part 2
Supplement about Decision Making and Constructive Controversy
ﻣﻠﺣﻕ ﻫﺎﻡ ﻋﻥ ﺃﺳﺎﻟﻳﺏ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻋﻠﻰ ﺍﻟﺟﺩﺍﻝ ﺍﻟﺑﻧﺎء
3. 1. What is groupthink? 1 of 2
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• Groupthink is a psychological
phenomenon that occurs within groups of
people. It is the mode of thinking that
happens when the desire for harmony in
a decision-making group overrides a
realistic appraisal of alternatives. Group
members try to minimize conflict and
reach a consensus decision without
critical evaluation of alternative ideas or
viewpoints.
• ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﺟﻣﺎﻋﻲ ﻫﻭ ﻅﺎﻫﺭﺓ ﻧﻔﺳﻳﺔ ﺗﺣﺩﺙ ﺩﺍﺧﻝ ﺟﻣﺎﻋﺎﺕ ﻣﻥ ﺍﻟﺑﺷﺭ ﻓﻲ ﺻﻭﺭﺓ ﻁﺭﻳﻘﺔ
ﻓﻲ ﺍﻟﺗﻔﻛﻳﺭ ﺗﻅﻬﺭ ﻋﻧﺩﻣﺎ ﺗﻛﻭﻥ ﺍﻟﺭﻏﺑﺔ ﻓﻲ ﺍﻻﻧﺳﺟﺎﻡ ﻓﻲ ﻋﻣﻠﻳﺔ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭ ﻁﺎﻏﻳﺔ ﻋﻠﻰ
ﻣﺣﺎﻭﻟﺔ ﺗﻘﻭﻳﻡ ﻭﺍﻗﻌﻲ ﻟﻠﺑﺩﺍﺋﻝ ﺍﻟﻣﺧﺗﻠﻔﺔ. ﺃﻓﺭﺍﺩ ﺍﻟﺟﻣﺎﻋﺔ ﻳﺣﺎﻭﻟﻭﻥ ﺗﻘﻠﻳﻝ ﺍﻟﺧﻼﻓﺎﺕ ﻟﻠﻭﺻﻭﻝ
.ﺇﻟﻰ ﻗﺭﺍﺭ ﺗﻭﺍﻓﻘﻲ ﺑﺩﻭﻥ ﺗﻘﻭﻳﻡ ﻧﻘﺩﻱ ﻟﻸﻓﻛﺎﺭ ﺍﻟﺑﺩﻳﻠﺔ ﻭﻭﺟﻬﺎﺕ ﺍﻟﻧﻅﺭ ﺍﻷﺧﺭﻯ
4. 1. What is groupthink? 2 of 2
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• Groupthink occurs when a group
makes faulty decisions because group
pressures lead to a deterioration of
“Mental Efficiency, Reality Testing, and
Moral Judgment”
(Irving Janis, 1972, p. 9)
• The primary socially negative cost of
groupthink is the loss of individual
creativity, uniqueness, and independent
thinking
ﺑﺎﺗﺧﺎﺫ ﻣﺟﻣﻭﻋﺔ ﺗﻘﻭﻡ ﻋﻧﺩﻣﺎ ﻳﺣﺩﺙ ﺍﻟﺟﻣﺎﻋﻲ • ﺍﻟﺗﻔﻛﻳﺭ
، ﻗﺭﺍﺭﺍﺕ ﺧﺎﻁﺋﺔ ﺑﺳﺑﺏ ﺿﻐﻁ ﺍﻟﻣﺟﻣﻭﻋﺔ ﺍﻟﺫﻱ ﻳﺅﺩﻱ ﺍﻟﻰ ﺗﺩﻫﻭﺭ "ﺍﻟﻛﻔﺎءﺓ ﺍﻟﻌﻘﻠﻳﺔ
”ﻭﺍﺧﺗﺑﺎﺭ ﺍﻟﻭﺍﻗﻊ ، ﻭﺍﻟﺣﻛﻡ ﺍﻷﺧﻼﻗﻲ
• ﺍﻟﺗﻛﻠﻔﺔ ﺍﻷﺳﺎﺳﻳﺔ ﺍﻟﺳﻠﺑﻳﺔ ﺍﺟﺗﻣﺎﻋﻳﺎ ﻣﻥ ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﺟﻣﺎﻋﻲ ﻫﻭ ﻓﻘﺩﺍﻥ ﺍﻹﺑﺩﺍﻉ ﺍﻟﻔﺭﺩﻱ ، ﻭﻏﻳﺎﺏ
.ﺗﻣﻳﺯﻩ ، ﻭﺗﻔﻛﻳﺭﻩ ﺍﻟﻣﺳﺗﻘﻝ
7. 2. Unquestioned Belief in Inherent Morality
ﺍﻻﻋﺗﻘﺎﺩ ﻓﻲ ﺍﻷﺧﻼﻕ/ﺍﻟﻔﺿﻳﻠﺔ ﺍﻟﻣﺗﺄﺻﻠﺔ
• Members believe in the rightness of
their cause and therefore ignore the
ethical or moral consequences of
their decisions.
• ﺃﻋﺿﺎء ﺍﻟﻣﺟﻣﻭﻋﺔ ﻳﺅﻣﻧﻭﻥ ﺑﺻﻭﺍﺏ
ﻗﺿﻳﺗﻬﻡ، ﻭﺑﺎﻟﺗﺎﻟﻲ ﺗﺟﺎﻫﻝ ﺍﻟﻌﻭﺍﻗﺏ
ﺍﻷﺧﻼﻗﻳﺔ ﺃﻭ ﺍﻟﻣﻌﻧﻭﻳﺔ/ﺍﻷﺩﺑﻳﺔ ﻟﻘﺭﺍﺭﺍﺗﻬﻡ
8. 3. Collective Rationalization
ﺍﻟﺗﺳﻭﻳﻎ/ﺍﻟﺗﺑﺭﻳﺭ ﺍﻟﺟﻣﺎﻋﻲ/ﺍﻟﻣﺷﺗﺭﻙ
• Members discount warnings
and do not reconsider their
assumptions.
• ﻋﺩﻡ ﺍﻋﺗﺑﺎﺭ ﺍﻟﺗﺣﺫﻳﺭﺍﺕ
ﻭﻣﺭﺍﺟﻌﺔ ﺍﻻﻓﺗﺭﺍﺿﺎﺕ
9. 4. Stereotyped Views of Out-groups
.ﺗﻧﻣﻳﻁ ﺍﻵﺧﺭﻳﻥ ﻋﻠﻰ ﺧﻼﻑ ﺍﻷﺧﻼﻕ ﺍﻟﺭﺷﻳﺩﺓ
• Negative views of “enemy”
make effective responses to
conflict seem unnecessary
• Those who are opposed to the
group are weak, evil, biased,
spiteful, impotent, or stupid.
• ﻭﺟﻬﺎﺕ ﺍﻟﻧﻅﺭ ﺍﻟﺳﻠﺑﻳﺔ ﻋﻥ "ﺍﻟﻌﺩﻭ” ﺗﺟﻌﻝ
ﺍﻻﺳﺗﺟﺎﺑﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻠﺻﺭﺍﻉ ﻣﻌﻪ ﻻ ﻟﺯﻭﻡ
.ﻟﻬﺎ
• ﺃﻭﻟﺋﻙ ﺍﻟﺫﻳﻥ ﻳﻌﺎﺭﺿﻭﻥ ﺍﻟﻣﺟﻣﻭﻋﺔ ﺿﻌﻔﺎء
، ﻣﺗﺣﻳﺯﻭﻥ، ﺃﺷﺭﺍﺭ ، ﺣﺎﻗﺩﻭﻥ ، ﻋﺎﺟﺯﻭﻥ
.، ﺃﻏﺑﻳﺎء
10. 5. Direct Pressure on Dissenters
ﺍﻟﺿﻐﻁ ﺍﻟﻣﺑﺎﺷﺭ ﻋﻠﻰ ﺍﻟﻣﺧﺎﻟﻑ/ﺍﻟﻣﻧﺷﻕ/ﺍﻟﻣﻌﺎﺭﺽ
• Members are under pressure not
to express arguments against any
of the group’s views.
• ﻳﺗﻌﺭﺽ ﺍﻷﻓﺭﺍﺩ ﻟﺿﻐﻭﻁ ﺗﺣﻭﻝ ﺩﻭﻥ
ﺇﺑﺩﺍﺋﻬﻡ ﺣﺟﺟﻬﻡ ﺗﺟﺎﻩ ﻭﺟﻬﺎﺕ ﻧﻅﺭ
.ﺍﻟﻣﺟﻣﻭﻋﺔ
11. 6. Self-censorship
ﺍﻟﺭﻗﺎﺑﺔ ﺍﻟﺫﺍﺗﻳﺔ
• Doubts and deviations from
the perceived group
consensus are not expressed
• ﺍﻟﺷﻛﻭﻙ ﻭﺍﻻﻧﺣﺭﺍﻓﺎﺕ ﻋﻥ ﺍﻻﺗﻔﺎﻕ
ﺍﻟﺟﻣﺎﻋﻲ ﻓﻲ ﺍﻟﺗﺻﻭﺭﺍﺕ ﻻ ﻳﺗﻡ
.ً ﺍﻟﺗﻌﺑﻳﺭ ﻋﻧﻬﺎ ﺫﺍﺗﻳﺎ
12. 7. Illusion of Unanimity
ﻭﻫﻡ ﺍﻹﺟﻣﺎﻉ
The majority view and
judgments are
assumed to be
unanimous.
ﻳﻔﺗﺭﺽ ﻓﻲ ﺭﺃﻱ
ُ
ﺍﻷﻏﻠﺑﻳﺔ ﻭﺃﺣﻛﺎﻣﻬﺎ ﺃﻥ
ﺗﻛﻭﻥ ﺑﺎﻹﺟﻣﺎﻉ
13. 8. Self-appointed ‘Mind-Guards’
ﺗﻧﺻﻳﺏ ﻁﻭﻋﻲ ﻟﺣﺭﺍﺱ ﺍﻟﻌﻘﻝ
• Members protect the group and the
leader from information that is
problematic or contradictory to the
group’s cohesiveness, view,
and/or decisions
• ﺍﻷﻋﺿﺎء ﻳﺣﻣﻭﻥ ﺍﻟﻣﺟﻣﻭﻋﺔ ﻭﻗﻳﺎﺩﺗﻬﺎ
ﺑﺣﺟﺏ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺍﻟﺗﻲ ﺗﺑﺩﻭ ﺇﺷﻛﺎﻟﻳﺔ ﺃﻭ
ﻣﺗﻌﺎﺭﺿﺔ ﻣﻊ ﺗﺭﺍﺑﻁ ﺍﻟﻣﺟﻣﻭﻋﺔ ﻭﺭﺃﻳﻬﺎ
ﻭﻗﺭﺍﺭﺍﺗﻬﺎ
14.
15. Video of NASA groupthink famous Case
http://www.youtube.com/watch?v=qYpbStMyz_I&feature=topics
Reason for space shuttle Challenger disaster
23. Predetermined Policy Decision about Iraq
and Saddam Hussein
ﺍﻟﺭﺃﻱ ﺍﻟﺳﻳﺎﺳﻲ ﺍﻟﻣﺳﺑﻕ ﻋﻥ ﺍﻟﻌﺭﺍﻕ ﻭﺻﺩﺍﻡ ﺣﺳﻳﻥ
• Discount warnings and do not
reconsider their
assumptions even as other
countries challenge them
• ﻋﺩﻡ ﺍﻋﺗﺑﺎﺭ ﺍﻟﺗﺣﺫﻳﺭﺍﺕ
ﻭﺍﻻﻓﺗﺭﺍﺿﺎﺕ ﺣﺗﻰ ﻣﻊ ﺗﺷﻛﻳﻙ
ﺍﻟﺩﻭﻝ ﺍﻷﺧﺭﻯ ﻓﻳﻬﺎ
24. Dealing with Dissenters
ﺍﻟﺗﻌﺎﻣﻝ ﻣﻊ ﺍﻟﻣﻌﺎﺭﺿﻳﻥ/ﺍﻟﻣﺧﺎﻟﻔﻳﻥ/ ﺍﻟﻣﻧﺷﻘﻳﻥ
• Pressure not to express
arguments against any of
the administration’s
actions.
• ﺍﻟﺿﻐﻁ ﻟﻌﺩﻡ ﺍﻟﺗﻌﺑﻳﺭ ﻋﻥ
ﺣﺟﺞ ﺗﺧﺎﻟﻑ ﺃﻓﻌﺎﻝ ﺍﻹﺩﺍﺭﺓ
ﺍﻷﻣﺭﻳﻛﻳﺔ
25. Imminent Danger from Weapons of Mass
Destruction
ﺍﻟﺧﻁﺭ ﺍﻟﻭﺷﻳﻙ ﻣﻥ ﺃﺳﻠﺣﺔ ﺍﻟﺩﻣﺎﺭ ﺍﻟﺷﺎﻣﻝ ﻓﻲ ﺍﻟﻌﺭﺍﻕ
• Selective bias in
processing information
at hand
• ﺍﻧﺣﻳﺎﺯ ﺍﻧﺗﻘﺎﺋﻲ ﻓﻲ ﻣﻌﺎﻟﺟﺔ
ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺍﻟﻣﺗﺎﺣﺔ
26. ?3. What can we do about it
ﻣﺎﺫﺍ ﻳﻣﻛﻧﻧﺎ ﺃﻥ ﻧﻔﻌﻝ ﺣﻳﺎﻟﻪ؟
27. Remedies for Groupthink 1 of 3
ﺍﻟﻌﻼﺟﺎﺕ
• The leader should assign the role of critical evaluator to each
member. This allows each member to freely air objections and doubts
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• The leader should avoid stating preferences and expectations at the
outset
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• Each member of the group should routinely discuss the groups'
deliberations with a trusted associate and report back to the group
on the associate's reactions
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28. Remedies for Groupthink 2 of 3
ﺍﻟﻌﻼﺟﺎﺕ
• One or more experts should be invited to each meeting on a
staggered basis and encouraged to challenge views of the
members.
ﻳﻧﺑﻐﻲ ﺩﻋﻭﺓ ﺧﺑﻳﺭ ﺃﻭ ﺃﻛﺛﺭ ﺇﻟﻰ ﻛﻝ ﺍﺟﺗﻣﺎﻉ ﻋﻠﻰ ﻣﻭﺍﻋﻳﺩ ﻣﺗﻌﺎﻗﺑﺔ ﻭﺗﺷﺟﻳﻌﻬﻡ ﻋﻠﻰ ﺗﺣﺩﻱ •
ﻭﺟﻬﺎﺕ ﻧﻅﺭ ﺍﻷﻋﺿﺎء
• At least one member should be given the role of devil's advocate (to
question assumptions and plans)
• ﻳﻧﺑﻐﻲ ﺃﻥ ﻳﻠﻌﺏ ﻋﺿﻭﺍ ﻭﺍﺣﺩ ﻋﻠﻰ ﺍﻷﻗﻝ ﺩﻭﺭ ”ﻣﺣﺎﻣﻲ ﺍﻟﺷﻳﻁﺎﻥ“ )ﻟﻳﺷﻛﻙ/ﻟﻳﺳﺗﺟﻭﺏ/ﻟﻳﻧﺎﻗﺵ
ُ
(ﻓﻲ ﺍﻻﻓﺗﺭﺍﺿﺎﺕ ﻭﺍﻟﺧﻁﻁ ﻭﻳﻔﻧﺩﻫﺎ
• The leader should make sure that a sizeable block of time is set aside
to survey warning signals.
• ﻋﻠﻰ ﺍﻟﻘﺎﺋﺩ ﺃﻥ ﻳﺗﺭﻙ ﻗﺩﺭﺍً ﻣﻥ ﺍﻟﻭﻗﺕ ﻟﺩﺭﺍﺳﺔ ﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﺗﺣﺫﻳﺭﻳﺔ ... ﻳﺗﺭﻙ ﻓﺭﺻﺔ ﻟﻠﻣﺭﺍﺟﻌﺔ
.ﻣﺭﺓ ﺃﺧﺭﻯ ﺑﻌﺩ ﻗﺭﺍءﺓ ﺁﺧﺭ ﺍﻟﻣﺳﺗﺟﺩﺍﺕ
29. Remedies for Groupthink 3 of 3
ﺍﻟﻌﻼﺟﺎﺕ
• The organization should set up several independent groups, working
on the same problem.
• ﻋﻠﻰ ﺍﻟﻣﺅﺳﺳﺔ ﺗﻛﻭﻳﻥ ﻣﺟﻣﻭﻋﺎﺕ ﻣﺳﺗﻘﻠﺔ ﺗﻌﻣﻝ ﻋﻠﻰ ﺑﺣﺙ ﻧﻔﺱ ﺍﻟﻣﺷﻛﻠﺔ
• Training and adapting to constructive controversy exercises (check
supplement at the end)
(• ﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻟﺗﻌﻭﺩ ﻋﻠﻰ ﺃﺳﺎﻟﻳﺏ ﺍﻟﺟﺩﺍﻝ ﺍﻟﺑﻧﺎء )ﻣﻠﺣﻕ ﺗﻔﺻﻳﻝ ﻋﻥ ﺍﻟﻣﻭﺿﻭﻉ ﻓﻲ ﺍﻟﻧﻬﺎﻳﺔ
44. ﺍﻟﺟﺩﺍﻝ ﺍﻟﺑﻧﺎء
Constr uctive Contr over sy
(Translated from original work of Professor Karl Smith, from
University of Minnesota)
http://www.ce.umn.edu/~smith/ check his research work