Jans L. Irving Case Analysis

Janis L. Irving developed a significant theory of group decision making that he called groupthink. Groupthink is an idea in which a group makes faulty decisions due to group pressures that lead to a deterioration of “mental efficiency, reality testing, and moral judgment.” Group members have to the extent of devaluing other people and valuing the group as their highest and only priority. These groups suppress any personal doubts, beliefs, or judgments and follow group’s leader suggestions. As a result, the consequences are devastating producing “a distorted view of reality, excessive optimism producing hasty and reckless policies, and a neglect of ethical issues.” Overall, decisions that are shaped by groupthink have a sustainable low probability of achieving successful outcomes. Irving has come up with various …show more content…
First, the leader of the policy-forming group needs to allocate the role of critical evaluator to each member, allowing the group to give high priority to open airing of concerns and doubts. Second, during each meeting the group should invite one or more outside experts or skilled colleagues that are not core members to the group to give insight. Experts or representatives of other branches of government that are not core members are capable being critical thinkers and are sensible and understanding to moral issues allowing them to present their ideas effectively. Third, they should establish a multiple-group procedure so that the responsibility is designated to various evaluation and planning groups. Instead of one single group carrying out a major problem there will be several groups carrying out its deliberations under different leaders. Fourth, the leader of the group should abstain from stating preferences and expectations at the outset. Fifth, during