Abilene Paradox Occurs When Group Members Are In Agreement
In short, the department seems stuck in thick mud! What`s in the game? This is groupth thought and the Abilene paradox; making irrational decisions or failing to manage group agreements. This is a natural event expected in decision-making with groups. This week we will publish some remedies to the paradox here on our blog as well as in our weekly newsletter. In the meantime, what are you doing in your organization to combat groupthing and the Abilene paradox? To cope with this competition, companies have changed their management approach, placing increasing emphasis on quality, customer service, teamwork and decentralized and participatory management. Changes are starting to happen to large organizations. It is made little by little and decision for the choice. The Abilene Paradox Workshop offers the tools that help your company tackle a key dynamic in group decision-making and participatory management – poorly managed agreements – and take a more pragmatic and honest approach to group consensus. Negative fantasy — the worst-case scenarios we play in our minds when faced with an important decision. Negative fantasies or perceived risks are visualizations of the harmful effects that arise from our actions and not from improvements in the situation. They offer excuses for not acting responsibly. This week`s objectives are to examine behavioural dynamics within and between groups; (2) to see what happens when human beings are victims of the Abilene paradox; (3) Read about social laziness, groupthing, and group polarization; and (4) to find effective ways to reduce prejudice and discrimination in everyday life. All decisions taken to do so had to be adopted by the members at the weekly meetings.
I now recognize and understand the game of Abilene`s paradox here; that some members said “yes” when they wanted to say “no”. I look back and recognize the fear of action, the fear of separation, the real risk, the negative imagination, the perceived risk and the confusion of risk and certainty. The phenomenon is explained by socio-psychological theories of social conformity and social influence, which suggest that people are often very reluctant to act against the tendency of a group.   According to Harvey, the phenomenon can occur when individuals experience a “fear of action” – group-related stress, which can express negative attitudes toward them if they don`t. This fear of action arises from what Harvey called “negative fantasies” – unpleasant visualizations of what the group might say or do if individuals are honest about their opinions – when there is a “real risk” of discontent and negative consequences if they don`t follow suit. The individual may experience a “fear of separation” and fear exclusion from the group.  Fear of separation — The silent fear that people have of being isolated from other members of the group. One might think that the fear of the unknown contributes to Abilene`s paradox. It is very likely that the real factor of exploitation is our fear of separation. We fear the label “non-team player”, which implies the fear of separation, alienation and loneliness, all things that we know very well and prefer to avoid.
Have you ever wondered why people do what they do? This course, which includes more than $1,000 in video and reading material, provides some answers based on the latest research in social psychology. Students who take the course for a certificate also get a free membership in the Psychology Social Network (SocialPsychology.org). . . .