Aligned teams, yes… but how far is too far?

What happens when there’s so much harmony in a team that no one dares to disagree?
Although it may seem counterintuitive, an excessive pursuit of unity can actually weaken a group’s ability to make good decisions. In this article, we’ll explain why—and what to do about it.

When avoiding conflict takes us away from effectiveness

In teams, we like things to flow smoothly, with good vibes and minimal friction. But sometimes, in the name of harmony, we avoid entering into sensitive or complex issues. Superficial consensus is prioritized over critical thinking. Doubts go unspoken, ideas get postponed... and collective intelligence is lost.

This phenomenon has a name: groupthinking, or groupthink. It was first studied by psychologist Irving Janis, and later expanded by researchers like Arie Kruglanski, who introduced the term groupcentrism to describe teams that, in trying to maintain cohesion, end up making poor decisions.

What conditions enable it?

Groupthink doesn’t appear by chance. It tends to arise in highly cohesive teams that—logically and understandably—seek to preserve unity at all costs. But structural issues often accompany it, such as:

• Team isolation: little contact with other people or teams who could bring valuable insights. Working in networks is essential!

• Lack of facilitative leadership: without someone who listens, connects, and gives voice to all perspectives, many voices go unheard.

• No agreements on how to deliberate well: such as creating space to “say what is usually left unsaid.”

• Lack of diversity: in terms of gender, age, background, thinking styles, etc.

Warning signs: how to tell if your team is falling into groupthink

There are clear symptoms worth watching for:

1. Overconfidence in the group

Despite warnings or past errors, the group clings to the belief that everything is fine. This gives rise to ideas like the illusion of invulnerability or the illusion of morality: the belief that the group cannot fail or that everything it does is ethically justified—even when it may harm others.

2. Mental closure

Outside perspectives are unwelcome. The group shuts the door to contrast and reinforces its own assumptions. It becomes impermeable.

3. Pressure to conform

Critical voices are silenced—or self-silence. Dissent is seen as disloyalty. This creates self-censorship and an illusion of unanimity: “No one said anything, so we must all agree.”

How to prevent groupthink

Fortunately, it’s possible to prevent groupthink and ensure that cohesion becomes a strength, not a liability. Here are some key strategies:

• Create the role of “constructive dissenter” or “devil’s advocate” to legitimize internal critique.

• Lead from listening: the team leader shouldn’t be the first to speak. Instead, they should invite other voices in and make space for disagreement.

• Value “weak” ideas too: even underdeveloped proposals can contain valuable insight if given the chance.

• Widen the circle: invite new voices into the conversation—not just experts, but people with lived experience or external perspectives.

• Talk beyond the team: allow ideas to be shared and tested through informal networks and trusted relationships. Don’t fear contamination—trust in the nourishment it can bring.

At Fabrika, we believe diversity is richness

In the New Culture, we don’t try to avoid differences. We create spaces where they can be expressed, heard, and integrated. Only then can we build organizations that are more adaptive, caring, and effective.

Have you seen any of these dynamics in your team?

Leave us a comment or share this article with someone who might find it helpful.