A CEO who welcomes others’ opinions, encourages subordinates to give her anonymous written feedback on her ideas, and invites experts to critique her company's developing plans is most likely to inhibit

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Consider what each option implies about how a group makes decisions in a leader-driven context.
Option a: social loafing refers to people exerting less effort when working in a group because individual contributions are hard to distinguish. The scenario described emphasizes openness to criticism and seeking external critique, which would counteract loafing tendencies that come from diffusion of responsibility. Thus this option doesn’t fit well.
Option b: cognitive dissonance involves psychological discomfort from holding conflicting beliefs, values, or attitudes. While organizational feedback processes can sometimes touch on alignment issues, the situation provided focuses on mitigating poor group decisions through critique, not on dissonance between beliefs and actions.
Option c: groupthink is a mode of thinking where the desire for harmony or conformity results in irrational or faulty decision-making. The key here is that the CEO invites anonymous feedback and expert critique, which serves to surface dissent and challenge prevailing ideas, thereby inhibiting groupthink.
Option d: social facilitation is the tendency for performance to improve on simple or well-learned tasks in the presence of others. The described practices center on reducing conformity pressure and encouraging critique, not on how performance changes due to audiences, so this option doesn’t align with the scenario.

PSY 200 (003) Fall 2025 Introduction to Psychology (TR, 1:30pm)

A CEO who welcomes others’ opinions, encourages subordinates to give her anonymous written feedback on her ideas, and invites experts to critique her company's developing plans is most likely to inhibit

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