Group Think vs. Group Synergy
Dec 08, 2022
There are a multitude of hot-topic conversations in healthcare that we must keep moving forward, but not in the traditional, unidirectional, hierarchical chain of command ways we have yielded to in recent years (ie: follow the party line, maintain the status quo or suffer the consequences). Our world has become far too volatile, uncertain, complex, and ambiguous to suggest there is a simple, straight-forward, single action to take on ANY subject!
The COVID pandemic is the most significant, real and present, global threat that we have witnessed in the history of medicine. As we all know, it has gone far beyond the medical ramifications, to involve all sectors and age-groups of society. Much has been learned since I first wrote this blog on 12/8/22, and I update it now, on 8/1/23 with a high level, congressional review of the highlights.
On July 27, 2023, Dr. Simone Gold led a White Coat Summit on the steps of the US Supreme Court in Washington DC. Doctors and several lawmakers gave wonderful presentations. The press release below contains links and a video featuring the following speakers:
US Congressman Ralph Norman, R-SC
US Congressman Clay Higgins, R-LA
US Congressman Dr. Brian Babin, DDS, R-TX
US Senator Dr. Roger Marshall MD, R-KS
US Congressman Eli Crane, R-AZ
Former State Senator (MN) Dr. Scott Jensen, MD
As Dr. Scott Jensen, MD eluded to, we cannot engage in Group Think! How does this even happen?!
Group Think is the psychological pressure to conform and agree at all costs, in order to avoid conflict. The leader may take advantage of an emergent situation, and submits an "idea" as if he is looking for input. In reality, this is his way of communicating his (sinister) plan, realizing that few people will (have enough information to) challenge it. The proposed strategy may be presented as having "very little margin for error OR ELSE there could be a catastrophic failure!"
Fear enters the minds of the listeners, and they may find themselves confused or reserved as they now comtemplate the consequences of this new set of unfamiliar variables which could threaten their role, position or livelihood; especially if not orchestrated perfectly as proposed by the leader. Off to the "fight-flight" races we go, including the inability to think clearly in the moment, as we deal with the catecholemines surging through our bodies!
As important as the decision may seem at the time, Group Think is a dangerous phenomenon that minimizes critical thinking and promotes the belief that perhaps the leader has the best understanding or the clearest direction to go. We start to doubt our own abilities, thinking .... "Well, I don't know much about ...., his proposal seems sound,... it seems urgent and like there's not much time to right this ship, therefore I had better just support his proposal and get on board."
We’ve all seen the effects of this kind of Group Think - COVID being the largest example in history! It happens because people passively succomb to the emotions of fear and self-doubt, and agree by default with the leader. Everyone seemingly disengages their eyes, ears, voices, and brains to avoid the vulnerable position of having to challenge the current dogma and ask the hard questions. Many times, it happens out of fear of retribution for standing up to the leader himself! This is a tell-tale sign of distrust in a poor leader. (See also the Blog - "What Kind of Leader Are You?")
Some personality types are constitutionally conflict-averse. But I would venture to say that most healthcare professionals are situationally conflict-averse; due to the large authority gradient that has been created and the fear of retribution that many have endured when we challenge these hierarchical authority figures.
Many leaders within an autocratic system may or may not understand that they may be missing opportunities to discover something vital by engaging the rest of the team. They become very myopic; and lose the urgency to listen to other perspectives, examine every angle, look under every rock, and engage the power of team synergy!
Some leaders believe, or want others' to believe, that they have all the appropriate answers! They don't agree with or accept that constructive feedback, otherwise described as productive disagreement, is vital to successful decision-making. Why is this type of conflict important? Because our brains are wired to grow and learn only when we are challenged. We cannot grow, learn, solve new problems, or lead the organization forward if we reside in our own limited thoughts, knowledge-base, and futile attempts to maintain the status quo!
Problem-solving and high performance activities necessitate being challenged by others; to collaboratively use our intuition and creativity in maximally informed and productive ways. There are two ways that we get challenged.
- When we are confronted by something new. Someone states a new point of view and we think, “Oh wow, I never thought about it that way. I didn’t know that existed. I didn’t know that was a problem.”
- Someone disagrees with our mindset. “Actually, I don’t agree with that and here's why I believe it to be this way...”
There is always more than one path to consider when evaluating any dilemma. The best way to avoid catastrophic mistakes is to avoid Group Think. Just like your grandfather always said, "there is more than one way to skin a cat!" ONE of those ideas will float to the top to be the most efficient strategy in any given circumstance, but it may not be YOUR idea!
Group Synergy within an open culture is the opposite of Group Think. It is healthiest way to make excellent decisions. This is the best model, but it seems to be less and less commonplace in healthcare today.
Throughout my 25 year career, I have watched thriving, physician-owned practices be gobbled up by big-business, corporate entities which often believe the best way to lead is with an autocratic, top-down, command-and-control management style. Physicians have lost our collective voices, our influence to make/contribute to meaningful decisions. We have been silenced and often pushed out of the very expert roles we have spent our lives earning! This kind of leadership has devastating consequences: medically, economically and for the well being, civil liberties and freedoms that our country has enjoyed since America was founded.
Never in my wildest dreams did I imagine this mindset would foundationally effect, and corrupt the FDA, CDC, NIH, pharmaceutical companies, and other regulatory bodies. This "biopharmaceutical complex" has earned that badge of dishonor, and it is absolutely appalling and mind-blowing to those who see it. Name another industry where the experts in the field have been demoted to the bottom of the totem pole, jailed, lost their licenses and careers for standing up for truth!
Initially, physicians weren't sure what we were facing and just followed the "emergency guidelines" as they changed weekly; with a sense of bewilderment, disbelief, and confusion. As we tried to discern the mayhem of misinformation from truth, we watched in horror, feeling like our hands were tied, while the once esteemed medical establishment seemed to crumble and implode on itself.
WELL, thankfully, despite the abuse of executive powers from all angles, these brave and courageous professionals have stood in the gap, refusing to accept the political rhetoric, which made little sense to many of us from the outset. Most were afraid or felt ill-equipped to stand up for what they knew wasn't right. These brave souls, including Peter McCullough, MD, MPH have been committed to change the paradigm and they are receiving more and more press for their efforts - they are breaking through the broad reaching and calculatated censorship campaign - here to stand up for the truth and bring honor and justice back to our field and our land! I thank them for their service!
I advocate for the return to a physician-centric, synergistic healthcare system. Admittedly, it has become a system that is so complex, that it must be co-led by physicians, MBAs and other financial experts who can work collaboratively to solve the intricate business aspects of medicine today. Neither the medical side or the business side can successfully CONTROL the healthcare business of today, it MUST be a collaborative effort.
When we form healthy teams where people absolutely trust and respectfully challenge one another, it becomes a thriving culture where it is safe to say what needs to be said, including, “I don’t agree, and here’s why; here’s what I believe we’re missing.” When people have genuine, fully engaged, healthy conversations, which include the necessary disagreements from all aspects of the challenge, we can make better decisions (synergy - which is the opposite of group think). It creates an amazing, highly reliable team, where no one is offended and the results create much better outcomes.
Synergy is a great accomplishment and a sigh of relief because people support, align and then hold one another accountable for the decisions that they created TOGETHER! The organization can remain agile, adaptable and nimble to ever evolving challenges because of this trust. The relief is greatest for the leader because s/he doesn’t have to perform these "duties" alone; the whole team helps with the vision, strategy and tactics. Accountability is also shared, because this common ground is one that everyone participated in creating and is equally responsible for upholding. That is UTOPIA!!!!
