Abilene paradox critique

Explanation[ edit ] The term was introduced by management expert Jerry B. Harvey in his article "The Abilene Paradox:

Abilene paradox critique

Groupthink And The Abilene Paradox Introduction Groupthink can be termed as a psychological occurrence that usually takes place among groups of individuals. It happens where group members do not have a critical evaluation of information and rather form quick opinions. These opinions are usually formed to match the group consensus.

In most groups groupthink usually occurs when there is presence of a persuasive of respected leader. Such leaders inspire others to conform with his or her opinion.

Elements of the Paradox

The willingness to express an unpopular view or critique a decision is also overridden by the desire fro group consensus. The Abilene paradox is illogicality where the majority of members in a group agree on a course of action without consideration of the others.

It also occurs when there is a common breakdown in communication among the group members. This leads to a situation where every group member erroneously has the belief that their views would counter those of the group. Groupthink There is no evidence that our group has experienced groupthink.

There are, however, certain circumstances under which groupthink could occur in our group. One of them is if rationalization started happening. This occurs when members of the group view the decision that is being adopted by the group as the best despite contrary evidence.

Peer pressure can also be a cause of groupthink. This occurs when a member of the team offers an opposing view and the rest of the members pressure the individuals to compliance with group decision.

Complacency can also lead to groupthink.

Abilene paradox critique

This occurs when the group is of the view that any decision they make is the best since there is no opposition from anyone. After realizing that there are certain symptoms of groupthink, leaders in the group should respond urgently to curb any occurrence of groupthink.

One of the measures that should be taken is to objectives as well as alternatives. This is aimed at ensuring all views are evaluated. The leaders should also encourage group members to challenge ideas that are expressed without facing retaliation.

Evaluation of the risks of the expressed ideas should also be steered by the leaders so as to ensure the best ideas are adopted.

Information related to the subject of discussion should also be obtained from various outside sources. This would help in comparison of the aides generated within the group.

Abilene paradox There has also been no evidence that our group has experienced Abilene paradox. There are, however, certain circumstances under which Abilene paradox could occur in our group. One of the circumstances is where individuals have fear of separation from group if they persist on their unpopular views.

Another symptom is where some of the group members insist on implementing decisions that suit their needs and concerns. In order to avoid Abilene paradox, leaders of the team should always encourage other team members. This should be done by allowing team members to make their expressions before the leaders give their views.

Prior to adopting strategies, all alternatives should be adequately examined. This would ensure adoption of good strategies even though they arise from the minority of the group.

This is role should be assigned on a rotational basis as it ensures that every member of the group participates.


Last modified on Wednesday, 27 March To repeat, the Abilene Paradox reflects a failure to manage agreement. In fact, it is my contention that the inability to cope with (manage) agreement, rather than the inability to cope with (manage) conflict, is the single most pressing issue of modern organizations.

OTHER TRIPS TO ABILENE The Abilene Paradox is no respecter of indi-. ways to fend off an Abilene Paradox. No actual silver stake is recommended, just some canny advice on how to maneuver to keep people from rushing into agreement — out of politeness, a misguided sense. The Abilene Paradox is no respecter of indi-viduals, organizations, or institutions.

Follow-ing are descriptions of two other trips to Abilene that illustrate both the pervasiveness of the paradox and its underlying dynamics. Case No. 1: The Boardroom.

Intro to the Paradox

The Ozyx Corporation is a relatively small industrial company that has embarked on a trip to . The Abilene Paradox in an organization It was a day like all the others in a banks’ branch, when the manager realised that in the strong room was not enough money to serve the clients for a whole day because it happened to be the end of the month, and lots of funds were going out.

INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION VOLUME 13, NUMBER 1, 1 Group Decision Making: The Potential for Groupthink. Critique of The Abilene Paradox: The Management Of Agreement Section (3) Article (7) By ROHINI GANDHOTRA Dr. Frear MBA Business and Leadership January 31, BIOGRAPHY Jerry B.

Harvey, a management expert and pioneer of The Abilene Paradox is a Professor of Management at The George Washington University.

Groupthink – The Dark Side of Teaming and How To Counteract It