- ► 2017 (291)
12/11 - 12/18
- The Excellent Employee
- Shoes: The Sales Men
- The Cleaner Lady and Millionaire Lady
- Self-Talk - The Art of Excellence
- 9 Keys To Confidence
- 9 Tips to Make Smarter Decisions Faster!
- Print Page Numbers on Excel Worksheets
- Excel: Entering Same Information in Multiple Sheet...
- Today's Inspiration: Bright Side
- Thought is Energy - Search For Your Right Place
- Group dynamics - The Abilene Paradox
- Today's Inspiration: Living Fruitfully
- Story: The Butterfly Cocoon
- Story: Judging Others Based On Their Looks
- Story: From Stress To Strength
- Success Advice: Be Open To Improvement
- 88 Quotes to Make Your Wise and Strong
- ▼ 12/11 - 12/18 (17)
- ► 2015 (1034)
- ► 2014 (969)
- ► 2013 (802)
- ► 2012 (882)
- ► 2011 (188)
- ► 2010 (90)
- ► 2009 (58)
On my birthday, I wanted to take my family out for dinner. I asked my wife where we can go. Knowing that I like Indian food, she immediately said: “Let’s go to Rajdhani - The Thali Restaurant.”
My son and daughter both nodded in agreement. On return my son said: “I wish Pappa had taken us to Mainland China – he loves Chinese food.” “Or at least to Copper Chimney for the wonderful Punjabi food” added my daughter. “Yes, I too would have loved to go Mainland China”, I said.
My wife looked surprised: “But didn’t we all unanimously agree to go to Rajdhani” she asked.
I said sheepishly “I didn’t want you to feel bad.” And both my children nodded in agreement.
Here were four people who of their own volition would not have gone to ‘Rajdhani - The Thali Restaurant', but collectively agreed to go there.
This is the Abilene Paradox.
Prof. Jerry Harvey calls it “The Inability to Manage Agreement”.
Abilene Paradox occurs when a group of people collectively decide on a course of action that is contrary to the preferences of many of the individuals in the group.
Prof. Harvey explains, organisations frequently take actions in contradiction to what they really want to do and therefore defeat the very purpose they are trying to achieve”.
The inability to manage agreement, not the inability to manage conflict, is the essential symptom that defines organisations caught in the web of the Abilene Paradox.
When the top boss throws an idea, the group immediately agrees. This is because everyone in the group thinks he would look stupid if he disagrees. Standing out as a lone voice is very embarrassing and also requires a lion's heart to stand alone which isn't very. Rather, this leads the group to decide on ‘yes’ when ‘no’ would have been the personal (and the correct) response of the majority.
Ayn Rand on this paradox:
"If we have an endless number of individual minds who are weak, meek, submissive and impotent – who renounce their creative supremacy for the sake of the “whole” and accept humbly the ‘whole’s verdict’ – we don’t get a collective super-brain. We get only the weak, meek, submissive and impotent collective mind.”