Sie haben es mit Gruppendenken bei der Problemlösung zu tun. Wie können Sie sicherstellen, dass unterschiedliche Meinungen gehört werden?

Foster a culture of openness where every team member feels safe to express their thoughts and ideas without fear of judgment. Encourage an environment where diverse opinions are not only accepted but actively sought out. This openness breaks the cycle of groupthink and invites fresh perspectives.

Actively encourage each team member to share their thoughts, especially those who are quieter. Break the group into smaller, diverse sub-teams to explore different solutions independently. Use anonymous idea submissions to reduce peer pressure. Regularly rotate leadership roles within the group to bring fresh viewpoints to the forefront and create an inclusive environment where all contributions are valued.

If we achieve the participation of each and every member of the creative process, we will be gaining a lot for the rest of the project. Every voice counts and having that first baptism at the beginning breaks down many barriers, especially those of shame.

Assign specific roles such as "devil’s advocate" or "creative challenger" during problem-solving sessions. These roles are designed to question the consensus and introduce alternative viewpoints. By formalizing these roles, you ensure that diverse opinions are deliberately brought into the discussion.

Another practical strategy is using a "round-robin" discussion format where each person is given an equal opportunity to speak. This ensures quieter team members or those less likely to voice opinions have a dedicated moment to share their thoughts. Additionally, assigning a "timekeeper" can help keep discussions focused and prevent dominant voices from monopolizing the conversation. By structuring meetings this way, diverse perspectives are actively encouraged and groupthink is minimized, fostering a more balanced dialogue.

Personally, I really like role-playing and I recommend it for managing your creative team members. It helps to defocus and start acting as a character, which leads to more openness in shared thoughts.

A técnica do "advogado do diabo" é muito útil em casos onde o concenso parece predominar, ou onde há pouca divergência sobre uma determinada ideia. No entanto, é preciso que o facilitador tenha condições de identificar o perfil de quem terá este papel durante a dinâmica, pois, infelizmente, não é todo profissional que possui um senso crítico e analítico para encontrar lacunas, possíveis falhas de raciocínio de uma ideia, ou levantamento de necessidades que ficam implícitas no decorrer de um brainstorming, por exemplo.

By implementing the 6 Thinking Hats technique, developed by Edward de Bono, is a structured method for group discussion and individual thinking. It involves six metaphorical hats, each representing a different type of thinking. Each hat has a different color to help you remember the type of thinking involved. Participants switch hats to explore different perspectives, leading to more comprehensive decision making and problem solving. 🟦 Blue Hat: "the Conductor's Hat" 🟩 Green Hat: "the Creative Hat" 🟥 Red Hat: "the Hat for the Heart" 🟨 Yellow Hat: "the Optimist's Hat" ⬛️ Black Hat: "the Judge's Hat" ⬜️ White Hat: "the Factual Hat"

Intentionally include individuals from different backgrounds, expertise, and departments in problem-solving sessions. A variety of perspectives can help counteract groupthink by introducing new ideas and challenging the status quo. This variety leads to more comprehensive and innovative solutions.

Diversity is highly nutritious in creative processes. That's why I recommend that you can incorporate other external people by surprise, who come as guests and can contribute unexpected insights to the process that we might not think of internally.

Como professor de facilitador de workshops de inovaçaõ e criatividade, digo aos meus mentorados que nada é mais enriquecedor para as ideias do que estar rodeado por diferentes referências, influências e inspirações. O pensamento de grupo afeta sobretuo os grupos homogêneos, onde a maioria pensa e reproduz o mesmo discurso e ideias, e têm dificuldades de ampliar seus pontos de vistas e, portanto, não conseguem sair da obviedade e de seus próprios paradigmas e peconceitos. Amplie a diversidade de pessoas do grupo criativo. Quanto mais multicultural e interdisciplinar melhor. Essa é a chave para minimizar - e muito - o pensamento de grupo.

🟨 🟥 🟦 🟩 By hiring the 4 profile of personalities by using the The 120-question HBDI® assessment, which is administered by an HBDI® Certified Practitioner, evaluates and describes the degree of preference individuals have for thinking in each of the four brain quadrants, as depicted by the Herrmann Whole Brain Model®. 🟨 🟥 🟦 🟩 By hiring the 4 profile of personalities by using By Using the ASSESS FIRST Cultural Fit Assessment Test based on the The four quadrants of the William Schneider Culture Model

Encourage the team to regularly question their assumptions and challenge existing beliefs. By critically evaluating the foundations of their ideas, team members can uncover biases and blind spots. This practice helps in breaking the cycle of conformity and promotes independent thinking.

I've been in front of a lot of small business executive teams. You can challenge it, but in a small organization especially, you as an individual can't stop it. It burns you out! It can not stop until the leader is aware, sees their impact and enlists others to have ownership and make decisions. A lot of times, it's just the way someone has of weighing in that can create a lot of problems. Some of my favorite questions to ask are: Why does this request, idea or step matter? Says who? Why are you only bringing this up now? Are you aware this stop will extend the project, budget and other potential delays? Did you know...you had X time to review/revise/approve or already did review/revise/approve? Is this still what you want?

The key is in the why, as Simon Sinek rightly mentions in his works. His "Golden Circle" strategy is world-renowned and bases its power on defining and understanding the why of things.

Encouraging your team to question assumptions and challenge the status quo is essential for fostering innovation and avoiding groupthink. By creating an environment where everyone feels comfortable scrutinizing underlying assumptions and asking "why," you not only uncover hidden biases but also invite diverse perspectives to the table. This culture of inquiry empowers your team to explore alternative viewpoints and generate more well-rounded solutions. Regularly engaging in this critical examination helps ensure that decisions are made thoughtfully and with a broader understanding of the potential impacts. It's a powerful way to drive continuous improvement and creativity within the team.

Uma sugestão que costumo dar aos meus mentorados é não se limitar a ter ideias ruins no começo de qualquer projeto criativo. A questão é que, o segundo passo do processo criativo é selecionar as melhores ideias, para então poder testá-las. Para isso, digo que eles podem fazer uma pergunta muito simples: "Por que?" Esta simples indagação ajuda a compreender a motivação por detrás de cada ideia e qual seu potencial. Infelizmente, muitos se limitam a perguntar: "o que" "qual", "onde"... mas essas perguntas são utilizaas mais como forma de justificar a ideia do que para compreendê-la em sua raiz.

View dissenting opinions as valuable contributions rather than obstacles. Encourage team members to voice disagreements and explore the reasoning behind differing views. Embracing dissent prevents the dominance of a single perspective and ensures that all potential solutions are considered.

Confrontation, as long as it is constructive, brings enormous value to any type of process, especially in creativity. Therefore, consider provoking that confrontation whenever you can and it does not arise naturally.

Abraçar a dissidência deveria ser o mantra em todas as organizações que se autointitulam "inovadoras". Se você vai a uma reunião de projeto onde 70% de todas as ideias apresentadas são aceitas e validadas pelos gestores, é sinal de que falta divergência de ideias e que a concordância está inibindo o pensamento criativo do grupo. Nestas situações é preciso verificar aonde o pensamento de grupo pode estar comprometendo os projetos de inovação. Participar de workshops de criatividade e inovação, e mesmo ter o aulíxio de um facilitador criativo pode ajudar a organização a encontrar novas formas de apliar seu potencial inovador, por meio de processos de ideação estruturados.

By considerating the opinion of neurodivergent personalities such as ( ADHD, Autistics, dyslexics, dyspraxic) Other types of neurodiversity Dyscalculia: Developmental Dyscalculia (DD) is a specific learning disorder that is characterized by impairments in learning basic arithmetic facts, processing numbers, and performing accurate and fluent calculations. Dysgraphia: Dysgraphia is a specific learning disability that affects written expression. Dysgraphia can appear as difficulties with spelling, poor handwriting, and trouble putting thoughts on paper. Dysgraphia can be a language based and/or non-language based disorder.

To counter groupthink and ensure diverse opinions are heard, actively embrace dissent. Encourage team members to voice differing perspectives and challenge the consensus. Create an environment where alternative viewpoints are valued and explored, fostering more comprehensive and innovative solutions.

Leverage technology, such as anonymous voting tools or idea management platforms, to gather diverse opinions without the influence of group dynamics. Technology can facilitate unbiased input and highlight ideas that might otherwise be overshadowed in traditional group settings. This approach ensures a broader range of perspectives is heard and considered.

A tecnologia não necessariamente impede o pensamento de grupo ou qualquer outro viés de pensamento e comportamento. Mas quando a utilizamos de forma a encobrir a personificação das ideias, isso promove uma segurança de que o autor da ideia não será intimidado por se opor a ideia de algum outro colega sênior ou gestor direto. É por isso que gosto de trablahar usando a tecnica de brainwriting e não de brainstorming. Pois a segunda opção pode inibir o indivíduo a exteriorizar abertamente suas ideias por medo de retalização ou olhares avessos. Fica a dica!