Abilene Paradox
The Abilene Paradox occurs when members of an organization take an action contrary to what they really want to do and, as a result, defeat the very purposes they are trying to achieve
The lack of the ability to manage agreement is expressed by six specific sub symptoms: 1) Individuals agree as to the nature of the problem or situation. 2) There is individual agreement as to the steps that should be taken. 3) Organization members fail to communicate their desires and beliefs to one another. 4) Inaccurate and invalid information is then used to make decisions. 5) Everyone is angry, irritated, and frustrated with the organization. 6) The cycle repeats itself.
What’s Behind The Paradox?
It is the lack of logic that characterizes a paradox.
While it might look like conflict, the blaming, defensiveness, and other behaviours that result from a bad decision – like the trip to Abilene – are really the signs of mismanaged agreement. But truly it is not about conflict; instead the issue is “mismanaged agreement”.
Mismanaged agreement is the FAILURE to do what is needed to ensure that people are in agreement for the RIGHT reasons. • Action Anxiety – common occurrence when we are asked to place our thoughts and opinions at risk in front of a group of our peers or supervisors • Negative Fantasy – perceived risk happens to all of us – we tend to see the potential downsides – because they entail risk – more so than the potential benefits of speaking out • Perceived Risk – must always be weighed – both the risk and the risk of inaction; our unwillingness to take risks may well bring about the negative consequences we so fear • Fear of Separation – constant for all people; we enjoy groups, and worry about being excluded from them • Confusion of Risk and Certainty – difficult to avoid; what we imagine will go wrong if we say what’s in our heart becomes more real to us than the far more likely disaster that will result from going along
The lack of the ability to manage agreement is expressed by six specific sub symptoms: 1) Individuals agree as to the nature of the problem or situation. 2) There is individual agreement as to the steps that should be taken. 3) Organization members fail to communicate their desires and beliefs to one another. 4) Inaccurate and invalid information is then used to make decisions. 5) Everyone is angry, irritated, and frustrated with the organization. 6) The cycle repeats itself.
What’s Behind The Paradox?
It is the lack of logic that characterizes a paradox.
While it might look like conflict, the blaming, defensiveness, and other behaviours that result from a bad decision – like the trip to Abilene – are really the signs of mismanaged agreement. But truly it is not about conflict; instead the issue is “mismanaged agreement”.
Mismanaged agreement is the FAILURE to do what is needed to ensure that people are in agreement for the RIGHT reasons. • Action Anxiety – common occurrence when we are asked to place our thoughts and opinions at risk in front of a group of our peers or supervisors • Negative Fantasy – perceived risk happens to all of us – we tend to see the potential downsides – because they entail risk – more so than the potential benefits of speaking out • Perceived Risk – must always be weighed – both the risk and the risk of inaction; our unwillingness to take risks may well bring about the negative consequences we so fear • Fear of Separation – constant for all people; we enjoy groups, and worry about being excluded from them • Confusion of Risk and Certainty – difficult to avoid; what we imagine will go wrong if we say what’s in our heart becomes more real to us than the far more likely disaster that will result from going along