PERSONAL SPECIAL ...................THIS ROAD LEADS TO ABILENE. BEWARE!

THIS ROAD LEADS TO ABILENE. BEWARE!





Haven't there been occasions when we reluctantly conform to the feelings of the group instead of actually voicing our real opinion? The `Abilene Paradox' plaguing workplaces will have dangerous implications if we continue to say `Yes' when we mean `No'

Imagine a scenario when, as a family, you have to pick a vacation destination? You like the mountains but your spouse prefers the beach. Your parents usually enjoy some holy place whereas the kids are always fixated on places wherein they can enjoy outdoor sports. Your father initiates the discussion and suggests a pilgrimage, hoping to brainstorm as a group on prospective vacation spots.“Hmmm, oh ok, why not?“ you say. The kids, despite their reservation, believe that their choice may be unwelcomed by the group and hence, agree.Your spouse too under the pretext of being polite to the elderly man's suggestion, complies. A week later, they return perplexed and annoyed. After all, they together decided to take a trip none of them truly wanted or gave their 100 per cent buy-in to! Perhaps, the man who suggested the place too had secretly complied as no suggestions followed and he didn't want to unsettle things?
A similar incident occurred in Coleman, Texas when a group of family members decided to go to Abilene. And every member, in an endeavour to not offend anyone or get scoffed at, agrees to a trip to Abilene, which none of them secretly wanted to embark upon, but still do so, only to regret it later. Since then, the anecdote, popularly known as the `Abilene Paradox' has become a popular management theory.

The terminology was coined by management expert Jerry B.Harvey in 1974. According to Harvey, individuals believe they will be subjected to negative feelings or behaviours if they `speak up' and don't quietly conform. But little do they realise that if no one speaks up, the group will make a decision that is deterrent to the group.

Robert Whipple, CEO, Leadergrow Incorporated and author of Leading with Trust is Like Sailing Downwind describes what Abilene paradox is and how it comes into play at workplaces, “The Abilene Paradox is where a group of people decide on something that most members of the group do not really want to do. The mentality to `go along to get along' is still prevalent in any group of people today.“

The Abilene paradox can be disastrous as far as organisational, team or project decisions go. Saba Adil, HR head, Aegon Religare Life Insurance explains, “The Abilene paradox spells danger and doom for an organisation since it calls for collective decisions and no one wants to voice their concerns or punch holes in a seemingly brilliant project or idea. The project or an idea that takes off with a flourish will actually bomb badly since decisions are agreed upon quickly to avoid being `killjoys'. Time, efforts and finances will then be wasted on a project, which did not have a 100 per cent buy-in of the stakeholders to begin with.“

Why do professionals fall victim to Abilene paradox and agree to something they do not personally agree with? Robert K Bitting, director internship and field placements and associate director academic affairs, Alfred University answers, “Individuals are often reluctant to speak `truth to power', for fear of being os tracised or labelled a trouble maker or whistle-blower. The reality is that many of us abandon what we think might be unpopular or dis ruptive ideas in an attempt to fit in. Also, once an in vestment has been made in a particular decision, cog nitive dissonance makes it hard to change. We tend to become `wilfully blind' to what might appear to outsiders as an obvious mistake, or a need for a dif ferent decision or ap proach.“

Amit Malik, CHRO, Aviva Life Insur ance, lists ways of recognising the phenomenon in order to put a stop to it:

When very little dissent or disagreement is heard within the group and usually people tend to be silent in agreement rather than speak in dissent;

If people voice different opinions in one-on-one meetings as opposed to when they are in groups;

When members avoid tak ing responsibility for failure and instead of looking at why the projectinitiative failed, they start to look for whom to blame. Lynn Dessert, executive career coach, Leadership Breakthrough Inc and author of The Secrets to Successful Job On-Boarding and What to Do after Being Fired, adds, “This phenomenon can be short-circuited by either the leader or the team. For leaders, it begins with self-awareness about their personal leadership style and how they engage others in steady states and stressful times.For groups, it takes a special person to voice curiosity about a decision which may suggest a different direction at a time when opposition may not be welcome. It is critical that this trait be supported rather than ridiculed or shut down. Once someone has been shut down, it serves as a symbol to the rest of the organisation that curiosity and exploration is not an accepted behaviour. Ultimately, the leader sets the tone.“

So the next time, why comply all the time when you can make your voice heard? And did you know that you were not expected to comply in the first place?

Palak Bhatia

TAS13MAY15