In ancient times, being part of a group helped keep us safe from predators and ensured we had more resources. In more modern times herd mentality affects the decisions we make, our likelihood to conform, and whether we activate our own independent and critical thinking to question authority when needed. In fact, it is widely accepted that it roughly takes only 5% of individuals to influence 95% of a group.
Colleagues don’t speak up or are afraid to speak on other people’s ideas and instead synchronise themselves and adopt a group identity. Many follow without realising it because of a bias to walk in the shadow of people who we assume are more informed than we are. We give these ‘influencers’ adopted powers of being able to predict the future and believe the majority must be correct. The dot-com bubble is a significant example of herd mentality, which led to a disastrous market crash.
Herd mentality can occur in any industry at any time
Herd mentality is most likely to occur when there is a very dominant leader or group of colleagues, which means others can be afraid to challenge, even if they know the chosen direction isn’t the right one. Many of us follow societal norms and narratives and get sucked into social media, trends, or leadership narratives because of the sheer pace of information we are bombarded with.
Herd mentality also occurs when teams are short on time, and there is pressure not to interrupt the flow and to shorten meeting times. When you hurry people to make decisions, it can narrow our perspective, limit our thinking space and discourage us from questioning collective decisions that may suit those making them.
We are living in unprecedented times and instability and uncertainty lead to fear-based decisions and an unwillingness to challenge poor behaviour because we feel unsafe, and seek social cohesion and a sense of belonging. Going with group decisions can feel reassuring.
Who is most likely to go along with the herd?
Those of us who have followed authority from early on (The Good Child) are used to doing what we are told and are more likely to obey orders than challenge them when needed. People suffering from trauma, who fear rejection, don’t like to take risks, actively avoid conflict, lack healthy boundaries and good self-esteem, and those who cannot endure judgment or criticism, are all more likely to follow the pack.
Some take on formal identities or identify as nouns, such as a ‘doctor’ or a ‘teacher’, rather than as individuals with self awareness. Some jobs are more likely to require compliance and may discourage independence of thought and creativity treating outliers as mavericks. Teachers may be forced to do as they are told. Medicine is becoming more protocol-driven, and doctors are less likely to think independently, concerned about being sued. In the army, soldiers are told to follow orders. In Parliament, MPs are told to follow the whip and may often not read the legislation they are voting on, giving a standard reply to constituents' enquiries. We are now asking AI to summarise documents that we need to give a verdict on, rather than read them in their entirety.
Herd mentality brings social acceptance that can be difficult to let go of. We fear social isolation, and that is why we look for ‘likes’, approval, appreciation, and acknowledgement. We want to be part of something, or want to avoid being left behind, and have FOMO. Some strongly follow social trends without ever questioning them. Others may even just be lazy and take the easiest route.
Herd mentality affects business
Herd mentality can result in poor decision-making, a lack of creativity and critical thinking, and the brain drain of creative people who don’t like being constrained and want to grow professionally and personally. Colleagues can feel pressured when leaders resort to manipulation and influence, creating a toxic culture. Workers can be forced to deliver or support a message even if they disagree with it, which means conflicts aren’t resolved appropriately and there isn’t an openness to challenge.
Occasionally, a herd mentality can be advantageous when quick or critical decisions must be made in a crisis.
Ways to reject herd mentality as an organisation
Recognise it when it exists. Sometimes, someone new to the organisation, who has a fresh pair of eyes, is the one to identify herd mentality as a toxic problem. It may be difficult for those used to following the herd to really see it.
Flexibility reduces the chance of a herd mentality. As far back as the 1980s, Ricardo Semler of Semco was making a name for himself with a shared, participative leadership model, in which workers could choose their own hours as long as they got the job done and even set their own salaries.
Some board or team decisions are better made over several sessions rather than being pushed through. This gives people time to think deeply, differently and dangerously, and consider the question at hand carefully.
As a board member, it is customary to make decisions that are in the company's best interest. Set these decisions against agreed criteria, including group values (put them on a flip chart during important meetings), to guide decision-making clearly.
Ways we can all stop being overly influenced by others
Most importantly, I would say, don’t follow the crowd - especially if the crowd is wrong.
Be prepared to question the accepted narrative. It is easy to say but uphold your principles and values and notice conflicts within yourself. Try to recognise attempts to manipulate and influence you, and stand up for who and what matters most, even if others have followed the pack. There will always be those who want to persuade you otherwise.
Use lateral thinking to see the bigger picture and go deeper with your questioning and test assumptions. Consider all relevant information to make the right decision to avoid being encouraged to cut corners. Definitely avoid quick, fear-based decisions. Always deep dive into controversial topics or things that don’t sit quite right with you. Look at the longer-term view.
Trust yourself through independent analysis, critical thinking, and strategic planning rather than having a short-term, pressured perspective. Ensure that board or team papers are provided in a timely fashion so they can be fully considered. Research things thoroughly and don’t rush, even if time restricted. Ask for an extension if you need it to make the right decision. At the end of the day, it’s up to you to make your own decisions, to trust your experience and ability, and to uphold your values.
