Basic Introduction Chinese Name: Group Myth Proposed Time: 1972 Presenter: Elfin Janis Description: impeccable illusion, preconditions, forms of expression, impeccable illusion, collective rationalization, moral belief, external prejudice, alien pressure, self-censorship, consistent illusion, mental guard, process and result, prevention, founder and origin. A brief introduction to a thinking mode in team spirit. Group myth is the negative result of group cohesion. This phenomenon has attracted people's attention as early as 1930s, and it is considered as a very important factor, which will affect the decision-making of various organizations, such as working groups, seminars and committees. Now it can be considered that the Italian philosopher Gramsci Antonio (189 1 ~ 1937) first put forward the concept of group thinking. 1972 Irving Janis, an American psychologist, used the word "group myth" to describe the decision-making process of unreasonable decisions made by groups. Zhan's original definition of "group myth" is "a way of thinking in which group members pursue the harmonious consensus of the group in order to maintain the cohesion of the group and cannot realistically evaluate other feasible methods". Later, in 1982, Dzhanis explored the American diplomatic decision-making events over the years, such as the invasion of the Bay of Pigs, the attack on Pearl Harbor, the Korean War, the Vietnam War, the Cuban Missile Crisis, the development of the Marshall Plan, and the Watergate Incident, and summarized the model of group myth with reference to the environment, decision-making process and decision-making results of each event. The group myth model includes 8 inducing factors, 8 manifestations and 7 influences on the group decision-making process and results. In 2004, the US Senate Intelligence Committee issued a report on intelligence failures in Iraq, severely criticizing the US intelligence agencies for exaggerating the threat of weapons of mass destruction in Iraq before the Iraq war. The fault of American intelligence department is attributed to group myth. Preprocessor, high group cohesion, isolation of the group from external sources of information and analysis, and direct leadership; Lack of procedural norms; Similarity of social background and ideology of members; Pressure from external threats and time constraints (high pressure from external threats and time pressures); The group has no confidence to seek a better solution than the leader's: it may be because the leader has great influence (the hope of a better solution than the leader's is low); Low self-esteem of members: Probably because of low self-esteem. Invincible illusion: the group is overconfident, blindly optimistic, ignores potential dangers and warnings, and does not realize the danger of a decision. Collective rationalization of group decision-making: the group rationalizes its own decisions collectively and ignores external challenges. Once a group has made a decision, more time is spent on how to rationalize the decisions rather than re-examining and evaluating them. Unquestioned belief in the inherent morality of the group: members believe that the decisions made by the group are just and there are no moral problems. So ignore moral challenges. Common stereotype (eccentric opposition) of out group: tend to think that any person or group who opposes them is evil and difficult to communicate and coordinate, so they disdain to argue with them; Or think that these people or groups are too weak, too stupid, unable to protect themselves, and that their group's established plans will surely win. Direct pressure on dissidents: groups do not appreciate different opinions and viewpoints. For those who doubt the group's position and plan, the group always gives back immediately, but often it is not evidence but cynicism. In order to gain the recognition of the group, most people will become independent and consistent with the group in the face of such ridicule. Self-censorship; Members with hold critical * * * s): When members have questions about the topic, they always keep silent, ignore their own questions and think that they have no right to question the decisions or wisdom of the majority. Unity illusion: This is the result of public pressure and self-repression, which makes the group's opinions seem to be consistent, and thus produces the illusion of group unity. Apparent consistency will rationalize group decision-making. This illusion of unity caused by the lack of different opinions can even rationalize many absurd and sinful behaviors. Self-appointed "ideological guardians" protect groups from negative information: some members will deliberately withhold or hide information and materials that are not conducive to group decision-making, or restrict members from putting forward different opinions to protect the legitimacy and influence of decision-making. Alternative investigation with incomplete process and results; The target investigation is incomplete; Failed to check the preferred risk; Poor information search; There is deviation in information processing (selective deviation in processing information at hand); Failure to re-evaluate the initially abandoned option (failure to re-appeal the initially rejected option); Failure to work out an emergency plan. Prevention: group members understand the phenomenon, causes and consequences of group thinking; Leaders should be fair and not biased towards any position to prevent the formation of immature tendencies; Leaders should guide each member to critically evaluate the opinions put forward, and encourage opposition and questioning; :: One or more members should be designated to play the role of objector, especially to raise objections; Groups are often divided into small groups, who meet separately to make suggestions, and then all meet to exchange differences; If the problem involves the relationship with the rival group, you should take the time to fully study all the early warning information and confirm all possible actions that the other party will take; After the resolution is ready, hold a "second chance" meeting and ask each member to ask his own questions; Before the resolution is reached, invite experts outside the group to attend the meeting and ask them to question the opinions of the group; Members of each group should exchange views with reliable relevant personnel on the intention of the group and feed back their responses to the group; Several different independent groups make resolutions on related issues at the same time (the final resolution is formed on this basis to avoid the adverse effects of group thinking). The founder of Antonio Gramsci (189 1 ~ 1937), an Italian philosopher, first put forward the concept of groupthink. Xie Zitu, a citizen of Nanjing, took his business card from the encyclopedia of Ideology 20 1 1. See Gramsci's encyclopedia for Gramsci's resume. Irving dzhanis [Irving Lester Janis1918.05.26-1990.1.15], American psychology. He was born in Buffalo, new york, and died in santa rosa, California. 1939 received a bachelor of science degree from the university of Chicago, and 1940 went to Columbia university to study for a doctorate. During this period, he held a seminar on social psychology with Otto Krimberg. During World War II, he was a senior social science analyst in the Special War Policy Group of the Ministry of Justice. He worked with sociologists Samuel stouffer and C. hovland and returned to Columbia for his doctoral thesis after the war. 1947 was hired by Yale University and began his teaching and research career. At the beginning of Yale, he participated in hovland's "Attitude Change" research project. In the mid-1950s, he mainly studied psychological stress, and published a book "Psychological Tension" in 1958 to report his research results. In this book, he put forward the curve theory of preoperative anxiety and postoperative emotional state, which has been widely used in clinic. The research shows that patients' psychological emergency response caused by operation shows different characteristics before and after operation. Preoperative manifestations were anxiety, increased fear, increased blood pressure and increased heart rate. The level of emergency response during operation was significantly lower than that before operation, and the level after operation was higher than that during operation. The temporal characteristics of psychological emergency level of surgical patients reflect the different effects of emergency in different stages of perioperative period on the psychology of surgical patients. Later, his research gradually turned to people's choices under pressure, and in 1972, he published the book "Victims of Small Group Thoughts". According to Dzhanis-Feuerabend's hypothesis, the same argument is in favor, and the argument will be more effective if it appears before the opposition. In another experiment, he found a correlation between high persuasiveness and low self-esteem, and between persuasiveness and social repression. He also found that people with moderate intentions are less likely to be persuaded. He retired from Yale University on 1985. After retirement, he became an honorary professor at Yale University and a professor of psychology at the University of California, Berkeley. Janis is famous for his group myth theory. Group myth is translated into group myth, group blind obedience thinking or group thinking. In 1972, the word "group thinking" was first put forward. Dzhanis defines it as "in a group with team spirit, members ignore the original decision-making purpose in order to maintain the cohesion of the group and pursue the harmony and consistency of the group, so they can't make a thorough evaluation". He also paid special attention to the fact that in a group, few members' abilities can be presented as the group's overall abilities. For example, in school meetings, most faculty members rarely express their personal opinions, but once they leave the office, they have different opinions, which affects the quality and effect of the school's collective decision-making. When the members of the group have established a strong team spirit, that is, a high degree of cohesion, they will be very concerned about the centripetal force of not splitting the group, so they are unwilling to challenge the decision-making of the group. When this pressure leads to the collapse of ideological efficiency, unwillingness to explore the truth and sloppy value judgment, it is easy to appear group myth. 1982, Dzhanis explored the American diplomatic decision-making events over the years, such as the invasion of the Bay of Pigs, the attack on Pearl Harbor, the Korean War, the Vietnam War, the Cuban Missile Crisis, the development of the Marshall Plan, and the Watergate Incident, and summarized the model of group myth with reference to the environment, decision-making process and decision-making results of each event. The model includes eight antecedents that induce group myth, eight manifestations of group myth, and seven influences of group myth on group decision-making process and results.