Group-think Part Two...

Risk takers are normally seen as desirable in the workplace. Even those who fail and are committed to a project are seen as trustworthy, committing to a plan of action does not mean a blindfolded forging ahead. A good plan is always one that can be modified, good managers manage for change and account for setbacks.

Escalating commitment. 

After much is invested in an idea members may be unwilling to walk away from a continuation even though the signs point toward failure. Self esteem will also prevent managers/team members from changing their argument in the face of outside pressure. A good plan will include limitations, and what to do if a change of course is needed. Remember, in the world of business risk-taking is inevitable and staying the course can sometimes pay off with a good plan- even if the present climate seems dim. 

Responsibility Ambiguity

Groups have to work together, this means that some members not supportive of the consensus arrived at may shirk their responsibility and think others should complete the job. This can be countered by having leaders within the group that are responsible for taking first action resulting from decisions of the group. Rotating the leadership role will ensure that all members contribute effectively and social loafing is reduced. Remember that staff rotation can happen (this is just one scenario, illness is another) what happens if a key group-think member has left the company? Key roles in a plan of action cannot fail because of staff rotations. Appoint secondary members for important roles.