Blip-Zip Executive Summary
Healthcare leaders face a paradox: they want progress, but often fall into “Either/Or” thinking, hindering innovation. This article reveals the power of overcoming groupthink and shifting to “Yes/And” thinking, encouraging diverse perspectives and unlocking breakthrough solutions. By embracing “Yes/And,” leaders can build collaborative, adaptable healthcare systems primed for a healthier future.
Blip-Zip Takeaways
- Overcome Group Think and Ditch “Either/Or”: Embrace “Yes/And” to consider multiple perspectives and unlock creative solutions.
- Foster Collaboration: Encourage diverse voices and teamwork to break down silos and build stronger healthcare systems.
- Embrace Adaptability: See change as an opportunity, not a threat, to thrive in a dynamic healthcare landscape.
Key Words and Themes
- Groupthink
- Yes/And thinking
- Strategic leadership
- Healthcare transformation
- Collaboration
- Innovation
- Adaptability
- Patient-centered care
Table of Contents
Introduction – The Paradox Of Groupthink and Either/Or Thinking
The Road to Abilene is an essay describing how 4 people in Texas found themselves on a hot dusty desert road to Abilene, driving 106 miles to have a meal none of them wanted—a paradox and example of groupthink. Its also a lesson on Either/Or Versus Yes And Or Both And thinking. When they came back, each said “I didn’t want to go, I only went because everyone else wanted to go, and I wanted to be a team player.” Sound familiar in era of turbulent healthcare system transformation?
The Abilene Paradox – Moving From Either/Or to Yes, AND
Organizations frequently take actions in contradiction to what they really want to do—Either/Or. It’s akin to “REINFORCING A, BUT REALLY HOPING FOR B”. Yes, you want better health and higher reliability, yet you still focus on, and reward production-oriented healthcare outcomes and claim there’s no time for quality improvement or discussing near misses. This scenario is all too common in any healthcare system. Strategic health leaders end up defeating the very purposes they are trying to achieve and drain each other’s energy. It’s a fixable paradox. You just have to know you’re in the middle of it and may be part of the problem.
Don’t you think its time to invest the time to consider WHERE do we want to go, which is better than any of us has in mind? Achieve synergy and alignment? That’s a Yes And Or Both Or approach. You begin to break the paradox. Rather than get on the road to Abilene, focus on synergy and alignment. Synergy is when the skills and experience of two or more people add up to more than the sum of the parts. When we truly actively listen to views different from our own and use those differences to come up with ideas superior to anything we do alone, we achieve alignment.
At a Crossroad in Abilene
The truth is, the healthcare or “sick care” system is On The Road To Abilene. We are driving it there. Are you helping drive there by “REINFORCING A AND HOPING FOR B?” Charles Dickens’s A Tale of Two Cities helps describe our situation: We are in the best of times—incredible scientific and technological advances in HEALTHCARE—but also in the worst of times—rather than focusing on the HEALTH of the population: patients with chronic problems obesity, diabetes, and tobacco-related illnesses and other influence within the social determinants of health. Why not integrate solutions and move from Either/Or To Yes And Or Both And and achieve greater synergy and alignment?
The Story Is Really About Group Think
Achieving synergy and alignment in a turbulent environment is the challenge of strategic-minded leaders. Next time someone asks you to make a 106-mile round trip, eat in a dingy cafeteria, a trip nobody else is looking forward to, stand up and shout “Group Think.”
The next time your senior VP says, “It would be great if…” thus leading down the road to somewhere, dare to stand up politely state, “Yes and” and ask to explore the request further. Remember, your peers are thinking the same thing but someone else will speak out. It takes character (a component of the SHELDR Model): resilience and strength of will.
Strategic Health Leaders Should Take Note
Groupthink occurs when individuals prioritize conformity and group cohesion over critical thinking and individual dissent. How do you make sure the Abilene Paradox doesn’t doom you? First sense and seek out subtle hints such as team players or peers exhibiting different opinions but no real acknowledgment or integrations of ideas, the non-verbals discourage “safe” dissent, the grapevine is filled with resentment, blame, and shame is prevalent, solutions are either/or, and all decisions contain no or token opposition. In healthcare, this can manifest in several ways:
- Silence of dissent: Fear of retaliation or disapproval discourages voicing alternative perspectives, even if valid.
- Confirmation bias: Seeking information that confirms existing opinions while neglecting opposing viewpoints.
- Premature consensus: Reaching agreement quickly without a thorough exploration of all options.
- Overconfidence in group decisions: Assuming the group is always right, leads to flawed judgments.
These dynamics can hinder effective healthcare transformation, leading to missed opportunities and perpetuating outdated practices.
Second, to achieve synergy and alignment, identify groupthink signals within your organization, create a psychologically safe work setting, avoid the “Yes But” routine, reshuffle teams, integrate solutions with Yes And Or Both And approaches, and create other means for staff to voice alternative perspectives.
5 Strategies Combat Groupthink
Like the famous “Road to Abilene,” the healthcare system often tries to find solutions that no one really wants. This is called “groupthink,” and it can stop people from coming up with new ideas and cause less-than-ideal results. There is good news, though, strategic health leaders (SHELDRs)! If you have the right tools, you can stop following the crowd and make plans for a healthier future.
- Know the Signs: Groupthink often shows up in small ways, like the dust and heat that lead to Abilene. Watch out for opinions that are all the same, attempts to silence dissent, and solutions that are presented as either/or options. Non-verbal cues, resentment, and blame culture are further red flags.
- Make a Safe Space: It’s very important to create a psychologically safe space where different points of view can be heard. Make sure that no one on the team is afraid to voice concerns or question assumptions for fear of being punished. Honor and praise healthy debate!
- Break the Mold: Switch up the teams, bring in outsiders, and encourage people from different departments to work together to get new ideas and stop the old habits of groupthink.
- Accept “Yes, And”: Stop thinking “yes, but” and start thinking “Yes, AND.” Encourage people on the team to build on each other’s ideas, bringing in different points of view to make solutions stronger.
- Use technology: To make it easier for people to talk to each other and make decisions based on facts, use data analytics and collaboration tools. This openness breaks down walls between departments and makes sure that everyone knows what’s going on.
Using these strategies can help you make better decisions, come up with new ideas, and work better as a team. But be ready for initial resistance and maybe even discomfort with change. Stick with it and be clear when you talk to people.
SHELDRs need to set a good example by talking to each other honestly, respecting different opinions, and rewarding creative thinking. Teach others how to do the same thing by doing it yourself. Start by encouraging people to talk to each other. Active listening shows respect and encourages participation. Getting feedback from a wide range of stakeholders on a regular basis builds trust and confidence.
Next, make ways for people to voice their concerns anonymously to give quiet voices a voice. Use collaboration platforms and data visualization tools to make communication clear and decision-making based on data. Encourage people to think about their assumptions and look for other ways to understand things. Finally, enjoy your differences and know how important it is to have different points of view.
5 Ways Strategic Health Leaders Can Embrace Yes/And for a Healthier Future
Let us break it down. When we think in terms of either/or, we can only make two choices: either we win or lose, everything is black or white. Even though it seems to work, it can get in the way of creativity and flexibility in the complex world of healthcare. Yes/And thinking, on the other hand, sees the “both” in every situation. It allows us to accept ideas that seem to be at odds with each other, which leads to new ideas and creative solutions that everyone can work on.
As a strategic health leader, you have to deal with a lot of difficult problems, like rising costs, the health of your population, and new technologies. Either/Or thinking keeps us stuck in old ways of thinking, where we only think about cutting costs or treating diseases. Yes/And gives us the power to ask, “How can we improve efficiency and patient care?” or “How can we use technology while still connecting with people?” It opens up a wide range of options, which leads to more complete and long-lasting solutions.
Imagine a patient who is overweight and depressed. Either/Or thinks this is a problem with medicine or mental health. Yes/And acknowledges that these issues are connected, which leads to a complete method that addresses both physical and mental health. This change makes it possible to understand complicated problems better, which leads to better patient outcomes and more effective interventions.
Yes/And encourages people to work together and connects different fields and points of view. Think about a long-term illness that needs the help of doctors, nurses, social workers, and community leaders all working together. By accepting different ideas and skills, they find ways to work together that no one person could have thought of on their own.
Health care is always changing. Either/Or holds on to old ideas because it is afraid of being unstable. Indeed, and sees change as a chance. It encourages new ideas by looking into new technologies while keeping tried-and-true methods. It makes people more flexible by encouraging them to keep learning and reevaluating, which makes sure that strategies stay useful in a world that is always changing. Here are five ways to become a yes/and leader:
- Look for different points of view: actively listen to them and encourage your team members to do the same.
- Accept “both/and” solutions: think of situations where ideas that seem to be at odds with each other can exist together and work well together.
- Ask open-ended questions. Questions that don’t require a yes/no answer right away will get you thinking creatively.
- Let people try new things: make it safe for people to try new things and learn from their successes and failures.
- Celebrate collaborative wins: recognize and reward teamwork and the creation of solutions that embrace multiple perspectives.
Yes/And thinking isn’t about not being able to decide; it’s about accepting that things are complicated, encouraging teamwork, and finding new ways to solve problems. We can change the past from a “either/or” to a “yes/and” future where healthcare thrives on being open to everyone and flexible, leading to a healthier and brighter tomorrow for everyone.
8 Gutwrenching Questions Every Strategic Health Leaders Must Answer to Catapult Upward As A Coach
Summary
Before you continue On The Road To Abilene, suggest exploring the subtle signals in your organization and other options to develop an aspirational future for better health and reliability. Breaking free from groupthink requires courage, awareness, and commitment.
By implementing these strategies and fostering a culture of open communication, SHELDRs can create healthcare systems that thrive on diverse perspectives and achieve truly extraordinary outcomes. Remember, it’s not about the journey to Abilene; it’s about charting a course toward a healthier, more vibrant future for all. So, step off the dusty road and embrace the power of the “Yes, And” or And Both journey.
BTW, there’s a really good bar and lounge in Abilene! Are you ready to break free from groupthink in your organization? Share your experiences and ideas in the comments below!
Professional Development and Learning Activities
- Conduct a self-assessment of your own communication style. Are you more inclined towards “Yes, But” or “Yes, And” thinking? Identify areas where you can improve your ability to actively listen, acknowledge different viewpoints, and build upon the ideas of others.
- Organize a team-building exercise focused on “Yes/And” thinking. Present a complex scenario related to your organization’s work and challenge participants to brainstorm solutions using this approach. Discuss the benefits and challenges of incorporating diverse perspectives into problem-solving.
- Participate in a leadership development program or workshop that emphasizes collaboration, innovation, and critical thinking. Look for programs that specifically address the challenges of avoiding groupthink in healthcare settings.
- Read articles and books on “Yes/And” thinking and its application in leadership contexts. Share key takeaways and discuss their relevance to your own work with colleagues or mentors.
- Experiment with incorporating “Yes/And” techniques into your daily interactions. When someone presents an idea, try responding with “Yes, and…” instead of “Yes, but…” Observe how this shift in language impacts communication and collaboration.
- Group Think Inventory: Take the Groupthink Inventory assessment to identify potential vulnerabilities to groupthink in your own thinking and leadership style. Discuss the results with colleagues or a mentor to develop strategies for mitigating these risks.
- “Yes, And” Brainstorming: Organize a brainstorming session with your team, focusing on a specific challenge or opportunity. Encourage participants to build upon each other’s ideas using “Yes, And” statements, aiming to generate a wider range of creative solutions.
- Role-Playing Scenarios: Practice applying “Yes, And” thinking in challenging situations through role-playing exercises. Simulate scenarios where you might encounter groupthink or resistance to new ideas, and practice using effective communication techniques to promote collaboration and open-mindedness.
- Book Club: Read and discuss books or articles about overcoming groupthink and embracing diversity of thought. Share insights from the selected reading material and apply them to real-world situations within your organization.
- Seek External Feedback: Solicit feedback from colleagues, mentors, or external consultants about your leadership style and communication practices. Look for areas where you could be more open to diverse viewpoints and encourage “Yes, And” thinking among others.
Resources, References, and Citations
- Association: The Association for Strategic Planning (ASP) – https://www.strategyassociation.org/
- Think Tank: The Center for Creative Leadership (CCL) – https://www.ccl.org/
- Website: Harvard Business Review – https://hbr.org/the-latest
- Website: The Society for Organizational Learning (SoL) – https://www.solonline.org/
- Groupthink: Psychological Studies of Cohesiveness and Productivity by Irving L. Janis (1972): A seminal work on groupthink, exploring its causes, consequences, and potential remedies.
- Article: Harvard Business Review: How to Steer Clear of Groupthink: Offers practical advice for identifying and avoiding groupthink in teams. (https://hbr.org/2022/03/how-to-steer-clear-of-groupthink)
- Article: “Groupthink: Psychological Studies of Decision-Making and Creativity” by Irving Janis (1982)
- Book: Thinking in Systems: A Primer by Donella Meadows (2008): Introduces the concept of systems thinking, which encourages looking at the bigger picture and understanding interconnectedness.
- Book: “The Wisdom of Crowds” by James Surowiecki (2004)
- Article: The Abilene Paradox and Other Mind-Blowing Ideas That Explain Why We Act the Way We Do by Jerry B. Harvey (2004): A popularized exploration of the Abilene Paradox and its implications for organizational behavior.
- Project Management Institute (PMI): Team Development: Provides resources and tools for building effective teams, including strategies for fostering collaboration and innovation. (https://www.pmi.org/learning/library/team-building-working-together-development-7817)
- The Healthcare Leadership Network: Offers resources and insights specifically for healthcare leaders, including articles on topics such as collaboration, change management, and innovation. (https://www.hlncn.com/about-us)
- Book: Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni (2002).
- Book: The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail by Clayton M. Christensen (1997).
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About the Author
I am passionate about making health a national strategic imperative, transforming and integrating health and human services sectors to be more responsive, and leveraging the social drivers and determinants of health (SDOH) to create healthier, wealthier, and more resilient individuals, families, and communities. I specialize in coaching managers and leaders on initial development, continuously improving, or sustaining their Strategic Health Leadership (SHELDR) competencies to thrive in an era to solve wicked health problems and artificial intelligence (AI).
Visit https://SHELDR.COM or contact me for more BLIP-ZIP SHELDR advice, coaching, and consulting. Check out my publications: Health Systems Thinking: A Primer and Systems Thinking for Health Organizations, Leadership, and Policy: Think Globally, Act Locally. You can follow his thoughts on LinkedIn and X Twitter: @Doug_Anderson57 and Flipboard E-Mag: Strategic Health Leadership (SHELDR)
Disclosure and Disclaimer: Douglas E. Anderson has no relevant financial relationships with commercial interests to disclose. The author’s opinions are his own and do not represent an official position of any organization including those he consulted. Any publications, commercial products, or services mentioned in his publications are for recommendations only and do not indicate an endorsement. All non-disclosure agreements (NDA) apply.
References: All references or citations will be provided upon request. Not responsible for broken or outdated links, however, report broken links to [email protected]
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