The Elephant of Groupthink: The Costs of Going Along with the Majority

The Dangers of Groupthink

It’s funny what gets stuck in your mind. I recall being seated in my desk in seventh grade classroom staring aimlessly at the inspirational posters on the wall. One poster-quote has stayed with me: “Sometimes a majority simply means all the fools are on the same side.” I didn’t realize then how wise those words were. Since my elementary days, I’ve learned through experience that there isn’t always safety in the majority; in fact, groups can sometimes make us more vulnerable.

I was reminded of this last spring when my sister was running the BMO race in Vancouver. As any runner knows, the most stressful part of race day is the hour before—parking, eating, and, most importantly, finding a bathroom. We located the porta potties only to find a line 40 people deep. Pressed for time, we walked past the line, and what we discovered was shocking: the first ten porta potties were being used, but over 25 were standing completely vacant.

The runners in line had fallen into groupthink, a form of group rationalization where people stop thinking critically and follow what the majority is doing. They’d become a herd of elephants, about to miss their starting line. This collective decision making worsens when under threat, so it makes sense that, under the pressure of time, the runners simply assumed the line must be the right thing to do—it would be ridiculous if people were standing there for no reason, right?

Unfortunately, because of groupthink, this is a too common occurrence. People going along with the majority can lead to some poor decisions, if not, outright mind boggling. Such was the case with Theranos.

Theranos and the Cost of Groupthink

In 2003, Elizabeth Holmes dropped out of Stanford to launch Theranos, a company that promised to revolutionize healthcare by making blood testing faster, cheaper, and less invasive. It was a bold, exciting vision, and people flocked to it. Holmes raised over a billion dollars in funding, and at its peak, Theranos was valued at $10 billion.

But there was one problem: the technology didn’t work.

People were swept up in the hype of innovation, celebrating success prematurely. Most never questioned the lack of credible evidence because they assumed others had done the analysis. Groupthink had taken over—there was safety in the majority, and no one wanted to be the lone voice of dissent. As a result, Theranos’ faulty technology led to false test results, impacting patients’ diagnoses and treatments. The cost of going along with the crowd, was not only money, but people’s health.

The Broader Implications of Groupthink

Theranos is an extreme example, but groupthink seeps into our daily lives too—in relationships, workplaces, and communities. The cost might not be life or death, but it can stifle innovation, creativity, and accountability. When groupthink takes over, it shuts down generative thinking and locks us into the status quo.

Worse, it silences dissent—opinions that vary from the norm. A culture that blocks dissent is one to be wary of. People who notice something is off are left wondering, “Am I the only one seeing this?” And when leadership doubles down, dismissing the divergent voice, it can make that person feel isolated, silenced, or like they’re crazy.

The Courage to Defy Groupthink

The good news is that we can resist groupthink, and avoid becoming the herd of elephants, by staying curious. It’s not about being suspicious, but skeptical—adopting a posture of verification. When something feels off, don’t just assume it’s right—check it. That’s how the fraud at Theranos was eventually uncovered. Whistleblowers at the company noticed patterns of deleting inconvenient data to make results look better. It took courage to speak up, but their willingness to question the majority’s narrative exposed the truth, leading to Holmes’ conviction in 2022.

While most of us won’t face situations as extreme as Theranos, we still have opportunities to challenge groupthink in our daily lives. It takes courage to voice a different opinion, ask uncomfortable questions, and step outside the safety of the majority. But that’s where real growth and insight come from.

The Courage to Stand With

What fascinates me about the fall of Theranos isn’t just Holmes’ audacity but how so many people ignored the truth as it came to light. Even when the evidence against Theranos mounted, many refused to change course. One board member (who’s grandson was one of the whistleblowers) had invested financially and brought many of his friends into the fold, and he went to his grave denying the allegations. This shows a deeper problem: no matter how overwhelming the facts, people often stay stuck in their patterns when under threat.

If you’re a leader and someone on your team has the courage to challenge the majority’s view, you have a choice: dismiss their concerns or lean in with curiosity and explore further. It’s human nature to fall into groupthink, but refusing to adjust our views when faced with conflicting evidence presents a much greater danger.

The Power of Divergence

Defying groupthink isn’t just about standing apart for the sake of it—it’s about making room for better decisions, sharper insights, and deeper understanding. When we cultivate spaces where people feel safe to voice dissent and explore different perspectives, we allow creativity to flourish and prevent the kind of blind spots that led to the collapse of Theranos.

The real risk isn’t in standing out; it’s in staying stuck. So, as you go about your day, ask yourself: Where am I falling in line without questioning? What truths might I be missing by staying comfortable with the majority?

The courage to defy groupthink doesn’t just change decisions—it transforms cultures. It starts with naming the elephant in the room, naming when people are defaulting to the herd, and making space for those brave voices that break the silence.