The Handbook of Board Governance, 3rd Edition

65Groupthink and Its Impact on Board Work

Sue Owen, HBSc, MHSc, CHE

Principal at Impreza Consulting Inc., and Senior HealthCare Leader with Comprehensive Expertise Across all HealthCare Sectors

Groupthink: Not Just a Modern Phenomenon

Twelve Angry Men, the 1957 Oscar-nominated drama, on the surface tells the story about a New York City jury deliberating and ultimately deciding on the case of an impoverished 18-year-old Puerto Rican accused of stabbing his abusive father to death. They are instructed to come to a unanimous decision: not guilty and the tormented teen would walk free; guilty he faces the electric chair. Jurors represent a wide range of personalities, from quiet and contemplative to brash, loud, and opinionated; the foreman is depicted as a consensus-seeker and would-be conflict-avoider. Given the case’s details and the crime-and-punishment tenor that colors the story’s narrative, one might initially question how 11 disparate personalities—obviously chosen for their differences—might have prima fasci rallied around the same guilty/imminent death verdict. The case is, after all, heavily nuanced with loud noises, distractions, and suboptimal lighting. It would not be difficult to draw a conclusion of reasonable doubt. But the story also features strong personalities. Personalities that are not just loud but are quick to marginalize and assassinate opinion of anyone who dares to disagree. We do not have to dig too deeply to see what is really happening: the desire ...