The Abilene Paradox The Management of Agreement Parag Harolikar

1. THE MANAGEMENT OF AGREEMENT
Parag Harolikar

2.  Introduction
 Feature Presentation
 Abilene Paradox Parameters
 Conclusions
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3.  Oxford dictionary: A paradox is a statement that
seems self-contradictory, but is, in fact, true!
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4. MISMANAGED AGREEMENT
 Failure to do what is needed to ensure people are in
agreement for the right reasons.
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5. Source: www.socialpsychology.org
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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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7. FEATURE PRESENTATION

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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11. Critical Observations
 Ideas come from any source
 Admitting mistakes
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Source: Unknown

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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