The person who had suggested the idea father-in-law also states that he simply suggested it because he thought the others might be bored. Another symptom is where some of the group members insist on implementing decisions that suit their needs and concerns.
Table 2 Groupthink vs.
Complacency can also lead to groupthink. Ronald Sims writes that the Abilene paradox is similar to groupthink, but differs in significant ways, including that in groupthink individuals are not acting contrary to their conscious wishes and generally feel good about the decisions the group has reached.
Eventually, they end up wondering why they wasted Abilene paradox critique resources on something which none of them wanted to indulge in.
One of the measures that should be taken is to objectives as well as alternatives. As Andy Grove astutely points out, "It takes years to build a climate of openness, but Abilene paradox critique impulsive act by a senior person to a divergent point of view can quickly destroy it.
Group thinking is a negative phenomenon that can result from group behavior when the dynamics are such that Abilene paradox critique are consciously or unconsciously not expressing their true views.
Other tools for reaching consensus can also be used to create constructive conflict: It is the identification of interesting factors that is most likely to break context traps associated with the issue. They each would have preferred to sit comfortably, but did not admit to it when they still had time to enjoy the afternoon.
When the cohesiveness of a group intensifies, its members are more likely to accept the goals, decisions and norms without reservation. In order to avoid Abilene paradox, leaders of the team should always encourage other team members.
The group sits back, perplexed that they together decided to take a trip which none of them wanted. The development of decision criteria helps ensure that the decision is centered on the notion of independent criteria rather than personalities or intra-group relationships.
This occurs when members of the group view the decision that is being adopted by the group as the best despite contrary evidence. None of them will be encouraged to speak if the leaders are brash, and do not identify the problems at a grass-root level.
The other three are apprehensive, yet agree to it, deciding to go with the flow, rather than opposing it. They end up going to Abilene, in a non-air conditioned car, in the scorching heat, and come back home, having a not-so-great lunch. Evaluation of the risks of the expressed ideas should also be steered by the leaders so as to ensure the best ideas are adopted.
Later, a cost-benefit analysis by the MIS department gave the management shocking results. This would help in comparison of the aides generated within the group. These opinions are usually formed to match the group consensus. Team leaders should be cognizant that their early expression of opinion can impact and inhibit an unbiased discussion of a project.
Give each member a right to speak freely. Husband, wife, and her parents are sitting cozily in the porch of their house in Coleman, Texas. Information related to the subject of discussion should also be obtained from various outside sources.
A Simple Explanation of the Abilene Paradox With Examples Have you ever been in a situation where you decided to go with the consensus, when in reality, there was no consensus and none among the group, actually in their minds, agreed to the decision?
The inference we can draw here is to avoid falling prey to this paradoxical situation and making a trip to Abilene. This is not obviating their leadership role, but rather understanding that once they take a position, others may not feel free to express a differing point of view, which could be viewed as divisive.
This way, they will feel that their voice is heard too. In most groups groupthink usually occurs when there is presence of a persuasive of respected leader. It also occurs when there is a common breakdown in communication among the group members. Peer pressure can also be a cause of groupthink.
This is aimed at ensuring all views are evaluated. And how does such a situation arise?Critique The Abilene Paradox begins with a personal narrative story.
One hot summer afternoon in Coleman, Texas, the author, was visiting his in-laws with his wife. Definition of Abilene paradox: A circumstance where a group of individuals agree to a course of action based on the theory it is best for the group, despite going against the preferences of members of the group.
In Groupthink, what is achieved is a false sense of consensus. Irving Janis in his book Victims of Groupthink originated the term groupthink. It is considered a disease of healthy groups, making them inefficient, unproductive, and irrational.
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. The Ozyx Corporation is a relatively small industrial company that has embarked on a trip to. What is Critical Thinking?
posted by John Spacey, October Critical thinking is the disciplined, systematic analysis of evidence that arrives at an opinion, judgement or critique.
It is often misunderstood as being a process of finding fault. However critical thinking can also arrive at positive opinions. Abilene Paradox. 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.Download