Here is another valuable Management Tip of the Day from Harvard Business Review. To sign up for a free subscription to any/all HBR newsletters, please click here.

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People often censor themselves when working in groups because they don’t want to be punished for voicing an opinion that differs from everyone else’s.

Leaders sometimes even promote this self-censorship by expressing their own views early on. (People don’t like challenging the boss.) So you need to show that you’re willing to hear different perspectives and disagreements.

Try not to take a firm position at the outset to make space for more discussion and debate.

And encourage critical thinking as soon as your group comes together so members will be more willing to contribute and less likely to keep silent.

If people still aren’t participating, try restructuring incentives to reward group – not individual – success.

People will be more likely to jump in if they know that they have something to gain from a good group decision.

Adapted from “Making Dumb Groups Smarter” by Cass R. Sunstein and Reid Hastie.

To check out that resource and join the discussion, please click here.

I also highly recommend their recently published book, Wiser: Getting Beyond Groupthink to Make Groups Smarter (Harvard Business Review Press, December 2014).

Also, you may wish to check out an anthology, Management Tips from Harvard Business Review, by clicking here.