Group Conformity (10 marks):
Group conformity refers to the tendency of individuals to align their attitudes, beliefs, and behaviours with the norms of the group to which they belong. People conform because they want acceptance, fear rejection, or assume the group’s judgement is correct. Conformity ensures cohesion and cooperation but may limit creativity. For example, in procurement, a junior buyer may adopt the team’s approach to negotiations, even if they personally believe another method could achieve better results.
Groupthink and its Effects (15 marks):
‘Groupthink’, a term developed by Irving Janis, occurs when the desire for consensus overrides realistic appraisal of alternatives. Members suppress doubts, ignore risks, and fail to voice disagreements to maintain harmony. This can seriously affect group behaviour in several ways:
Illusion of invulnerability– Groups may become overconfident and underestimate risks. For example, a procurement team might agree to single-source a supplier without considering supply chain risks.
Suppression of dissent– Members may withhold concerns to avoid conflict. This stifles creativity and prevents better solutions from being considered.
Pressure for uniformity– Individuals may feel obliged to agree even when they disagree. A buyer may stay silent when senior managers push for a supplier contract, even if they know the supplier has performance issues.
Biased decision-making– Groups may ignore warning signs or alternative perspectives, leading to flawed decisions. In procurement, this could mean overlooking ethical issues in a supplier relationship to maintain harmony with stakeholders.
Reduced accountability– Responsibility is shared across the group, so individuals may feel less accountable for poor decisions.
Groupthink can therefore lead to poor decision-making, increased risk, and lost opportunities. It is particularly dangerous in high-stakes environments like procurement, where mistakes in supplier selection or contract negotiation can damage cost, quality, and reputation.
Conclusion:
Group conformity means individuals adapt to group norms to gain acceptance, while groupthink is a negative consequence where consensus is prioritised over critical evaluation. For managers, recognising the risk of groupthink is vital. By encouraging open discussion, appointing a “devil’s advocate,” and welcoming diverse views, leaders can ensure group decisions are both inclusive and effective.
