In my decision for the launch of the new product despite the exited customers, market, and pressure for the shareholders, I chose delaying the launch until the fault is rectified. Bowing to groupthink pressure can lead to poor decisions. The voice of dissenting view is essential to avoid adverse effects of utilitarian organization effects should the decision fail. The organizational culture is always driven by production of innovative and safe products. Therefore, the choice of launching a product that was forewarned of potential faults indicates risky shift that can be devastating to the company. In both short-term and long-term effects, the total institution mechanisms at play will have adverse impacts on the company, top executive, and customers. However, choosing not to succumb to groupthink effects presents an opportunity to deal with short-term adverse impacts while retaining a positive long-term reputation for the company. Therefore, as a leader, the capacity to avoid coercive organization effects is critical in making efficient decisions.