The highly cohesive decision-making group members see themselves as powerful and invincible. Their attraction to and faith in the group leads them to ignore the potentially disastrous outcomes of their decision
Illusion of morality
Members believe in the moral correctness of the group and its decision; related to the first symptom. Derived from the we–they feeling, members view themselves as the “good guys” and the opposition as bad or evil.
Shared negative stereotypes
Members have common beliefs that minimize the risks involved in a decision or belittle any opposing viewpoints.
Collective rationalizations.
The members explain away any negative information that runs counter to the group decision.
Self-censorship
Members suppress their own doubts or criticisms concerning the decision.
Illusion of unanimity
Members mistakenly believe that the decision is a consensus. Because dissenting viewpoints are not being voiced, it is assumed that silence indicates support
Direct conformity pressure
When an opposing view or a doubt is expressed, pressure is applied to get the dissenter to concur with the decision.
Mindguards
Some members play the role of protecting or insulating the group from any opposing opinions or negative information.
Group polarization
the tendency for groups to make decisions that are more extreme than those made by individuals
