Mindset _ The New Psychology of Success - Carol S. Dweck [66]
Groupthink can happen when the group gets carried away with its brilliance and superiority. At Enron, the executives believed that because they were brilliant, all of their ideas were brilliant. Nothing would ever go wrong. An outside consultant kept asking Enron people, “Where do you think you’re vulnerable?” Nobody answered him. Nobody even understood the question. “We got to the point,” said a top executive, “where we thought we were bullet proof.”
Alfred P. Sloan, the former CEO of General Motors, presents a nice contrast. He was leading a group of high-level policy makers who seemed to have reached a consensus. “Gentlemen,” he said, “I take it we are all in complete agreement on the decision here. . . . Then I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”
Herodotus, writing in the fifth century B.C., reported that the ancient Persians used a version of Sloan’s techniques to prevent groupthink. Whenever a group reached a decision while sober, they later reconsidered it while intoxicated.
Groupthink can also happen when a fixed-mindset leader punishes dissent. People may not stop thinking critically, but they stop speaking up. Iacocca tried to silence (or get rid of) people who were critical of his ideas and decisions. He said the new, rounder cars looked like flying potatoes, and that was the end of it. No one was allowed to differ, as Chrysler and its square cars lost more and more of the market share.
David Packard, on the other hand, gave an employee a medal for defying him. The co-founder of Hewlett-Packard tells this story. Years ago at a Hewlett-Packard lab, they told a young engineer to give up work on a display monitor he was developing. In response, he went “on vacation,” touring California and dropping in on potential customers to show them the monitor and gauge their interest. The customers loved it, he continued working on it, and then he somehow persuaded his manager to put it into production. The company sold more than seventeen thousand of his monitors and reaped a sales revenue of thirty-five million dollars. Later, at a meeting of Hewlett-Packard engineers, Packard gave the young man a medal “for extraordinary contempt and defiance beyond the normal call of engineering duty.”
There are so many ways the fixed mindset creates groupthink. Leaders are seen as gods who never err. A group invests itself with special talents and powers. Leaders, to bolster their ego, suppress dissent. Or workers, seeking validation from leaders, fall into line behind them. That’s why it’s critical to be in a growth mindset when important decisions are made. As Robert Wood showed in his study, a growth mindset—by relieving people of the illusions or the burdens of fixed ability—leads to a full and open discussion of the information and to enhanced decision making.
ARE LEADERS BORN OR MADE?
When Warren Bennis interviewed great leaders, “They all agreed leaders are made, not born, and made more by themselves than by any external means.” Bennis concurred: “I believe . . . that everyone, of whatever age and circumstance, is capable of self-transformation.” Not that everyone will become a leader. Sadly, most managers and even CEOs become bosses, not leaders. They wield power instead of transforming themselves, their workers, and their organization.
Why is this? John Zenger and Joseph Folkman point out that most people, when they first become managers, enter a period of great learning. They get lots of training and coaching, they are open to ideas, and they think long and hard about how to do their jobs. They are looking to develop. But once they’ve learned the basics, they stop trying to improve. It may seem like too much trouble, or they may not see where improvement will take them. They are content to do their jobs rather