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The Abilene Paradox The Management of Agreement
- 3. Oxford dictionary: A paradox is a statement that
seems self-contradictory, but is, in fact, true!
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- 6. The Abilene Paradox Demystified
Tendency of a group to embark on an activity that no
group member wants
Actions that contradict the true desires
Defeat the very purpose one is trying to achieve
Compound the problem rather than solving it
Organizational dysfunction via agreement, not conflict
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- 8. Symptoms Of The Abilene Paradox
Individual & private agreement about the
nature of the situation facing the org
Individual & private agreement about how
to ‘cope’ with the situation
Failure to accurately communicate true
desires
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- 9. Symptoms Of The Abilene Paradox
Collective decisions that are contrary to
what they really want to do
Frustration, irritation and dissatisfaction
with the org
Cycle continues until broken
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- 10. Reasons For The Abilene Paradox
Action Anxiety
Negative Fantasies
Real Risk
Fear Of Separation
Reversal of Risk & Certainty
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- 13. How To Bypass Abilene
Understand, and be ever aware of the Abilene
Paradox
Express one’s true beliefs clearly and honestly
Be realistic vis-à-vis action anxiety, negative
fantasies, real risks, separation anxiety
Remember the paradox within the paradox
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- 14. Clear & Honest Communication
Mitigated speech: Attempt to downplay or sugarcoat
the real meaning
Transmitter orientation: It is the speaker’s
responsibility to communicate unambiguously
Receiver orientation: The listener has to make sense of
what is being said
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 15. The Situation
Weather radar shows an area of heavy precipitation 25
miles ahead
Pilot is maintaining present course
Thunderstorms are reported in the area and you
encounter mild turbulence
You have to ensure that the aircraft will not penetrate
this area
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 16. 1. Command
Turn thirty degrees right.
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 17. 2. Crew Obligation Statement
I think we need to deviate right about now.
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 18. 3. Crew Suggestion
Lets go around the weather.
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 19. 4. Query
Which direction would you like to deviate?
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 20. 5. Preference
I think it would be wise to turn left or right.
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 21. 6. Hint
The return at 25 miles looks mean.
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Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
- 22. Conclusion
“Unanimous Agreement” = be on your guard!
Pay attention to the reputable nay-sayer
Executive sponsors – be careful not to get emotionally
attached to your products or ideas
Allow your organization members to experiment and
make mistakes
Admit your mistakes and forgive those of others
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