Conformity as an inhibitor to strategy
Early in life, we are all made acutely aware of the power of peer pressure. Most of us probably attribute it to a deep need for belonging. But what if that deep sense of belonging is less about social acceptance and more about how we are psychologically wired? In fact, the pursuit of conformity goes beyond mere social dynamics; it is rooted in how our cognitive selves.
While this plays out in very obvious ways for individuals, the dynamics actually hold true for organizations. And for companies, the stakes might be even higher.
A guy named Solomon
In the 1950s, an American psychologist named Solomon Asch ran through a series of experiments to test the effects of conformity on individuals. His studies have been published several times, but one test in particular gives a fascinating look into how we operate.
Asch took a number of participants and asked them very simple cognitive questions. To conduct the study, Asch brought participants into a room that had seven other people. However, these seven people were actually part of the study. The eight individuals were shown a card with a line on it, followed by a card with three lines on it. The Continue reading
And the prophecy I make is this. To nine out of ten of you the choice which could lead to scoundrelism will come, when it does come, in no very dramatic colours. Obviously bad men, obviously threatening or bribing, will almost certainly not appear. Over a drink, or a cup of coffee, disguised as triviality and sandwiched between two jokes, from the lips of a man, or woman, whom you have recently been getting to know rather better and whom you hope to know better still—just at the moment when you are most anxious not to appear crude, or naïf or a prig—the hint will come. It will be the hint of something which the public, the ignorant, romantic public, would never understand: something which even the outsiders 
