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Linking groupthink to unethical behavior in organizations

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Abstract

This paper is designed to do four things. First, the paper discusses the importance of groupthink in contributing to unethical behavior. Second, the paper discribes how groupthink contributed to unethical behavior in three organizations (Beech-Nut, E. F. Hutton, and Salomon Brothers). Third, symptoms of groupthink (such as arrogance, overcommitment, and excessive loyalty to the group) will be presented along with two methods for programming conflict (devil's advocate and dialectic) into an organization and group's decisions. Finally, the paper introduces some prescriptions for reducing the probability of groupthink.

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Ronald R. Sims is Professor in the School of Business Administration at the College of William and Mary. His research interests include ethical behavior, experiential learning, employee and management training and development, and organizational transitions. His articles have appeared in a variety of scholarly and practitioner-oriented journals.

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Sims, R.R. Linking groupthink to unethical behavior in organizations. J Bus Ethics 11, 651–662 (1992). https://doi.org/10.1007/BF01686345

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  • DOI: https://doi.org/10.1007/BF01686345

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