The article written by Janis (1971) dwells in rich detail on the challenges that arise when a cohort of individuals gets exposed to the phenomenon of groupthink. The author highlights a series of essential variables that have to be considered and then outlines their role in the development of flawed groupthink. Stereotypical thinking, lack of morals, pressure, mind guards, and unanimity are just some of the essential factors contributing to the advent of irresponsible behavior and uninformed decisions (Janis, 1971). The article shows how the concept of groupthink could hinder communication within the unit and avert even the most productive team members from performing at the highest level possible. As noted by Janis (1971), groupthink can be overcome with the help of well-versed decisions and more time allocated for in-group discussions, but not all organizations tend to follow this route.
As for Chapter 14 in the book written by Nair (2010), the essential idea is that organizational power comes not from the management but the degree of effective communication that the team can reach over time. At both individual and group levels, organizational power could be exercised differently in order to promote the same values and vision but with the aid of varied amounts of persuasion and pressure (Nair, 2010). Realpolitik can be seen as a means of overpowering ideology and ethics for the sake of efficient management. Proper decision-making is described by Nair (2010) as one of the fundamental capabilities that have to be possessed by the management unit. Nonetheless, business ethics tend to play the biggest role due to the fact that more companies nowadays expect to appeal to consumers instead of attaining team objectives consistently.
References
Janis, I. L. (1971). Groupthink. Psychology Today, 5(6), 43-46.
Nair, S. R. (2010). Organizational behavior. Himalaya Publishing House.