Discover how building diverse teams can reduce groupthink and improve decision making. Expert insights for SHRM-SCP certification exam preparation.
Table of Contents
Question
Which of the following workplace behaviors is most likely to be reduced as a result of building diverse teams?
A. Conflict
B. Trust
C. Groupthink
D. Collaboration
Answer
C. Groupthink
Explanation
Building diverse teams that include individuals with a wide range of backgrounds, experiences, and perspectives is most likely to reduce the risk of groupthink in the workplace.
Groupthink refers to the tendency of highly cohesive groups to prioritize consensus and harmony over critical thinking and challenging assumptions. This can lead to poor decision making as dissenting opinions are suppressed and alternative viewpoints are not properly considered.
In contrast, diverse teams bring together people with different knowledge, skills, and ways of thinking. This diversity of thought promotes healthy debate, encourages team members to question each other’s ideas, and results in more robust problem-solving. With a broader range of perspectives represented, diverse teams are less susceptible to the conformity pressures and blind spots that enable groupthink to occur.
While building diverse teams can potentially increase conflict (A) due to differing opinions and approaches, this conflict is often productive and can be effectively managed. Trust (B) and collaboration (D) are actually more likely to be enhanced than reduced by team diversity, as working with people from different backgrounds fosters an inclusive culture and strengthens working relationships.
Therefore, of the options provided, groupthink (C) is the workplace behavior most likely to be reduced as a result of building diverse teams. Cultivating diversity is a powerful way for organizations to promote innovation, improve decision making, and guard against the perils of groupthink.
Groupthink is a group behavior trend in which a group’s members speak and behave in ways that preserve social cohesion over production and outcomes; the team functions well together but may not have the most effective or creative outputs. Trust (B) in the workplace can be complex to manage and may increase or decrease depending on the communication that accompanies team building and operations. Conflict (A) in the workplace is likely to increase with an influx of differing perspectives and experiences, but if appropriately managed, collaboration (D) can be the conflict style that experiences the greatest increase. Collaboration in the workplace also depends on high levels of trust and creative thinking to design new solutions and create new value.
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