Now that Marilyn and Phil understood why Marigold was so hard to manage, they met with Ellen, Marigold's sponsor. After some small talk, Marilyn opened with, "So we think that the problem with Marigold might be that the team is too spread out. Between our site, Wellington, and Europe we've got too many time zones. We can't even find meeting times — someone's always asleep."
"I'm not surprised," Ellen said. "I wondered about that from the beginning."
That got Phil's attention. "Wait, I thought you warned us against hiring locally. You said we'd never get approval in time, so we went with the Wellington people, even though they're 2000 miles away."
"Yes, true, I did warn you. But I think I said it would be 'a neat trick' getting the approval. All I meant was that you might need my help. I thought it would at least be worth a try."
Marilyn tried to smooth things out. "So you actually preferred a local team, but you went along with our Wellington idea because we seemed willing?"
"More or less."
In a trip to Abilene,
nobody feels that
the group is
behaving sensiblyCooling off, Phil began to understand. "And we were trying to do what we thought you wanted."
Marilyn added, "A gifts-of-the-magi kind of thing," referring to the story by O. Henry.
"More like a trip to Abilene," Phil answered.
Phil is referring to an insightful work by Jerry Harvey, The Abilene Paradox, which describes how a group can commit to a course that no member favors. In a trip to Abilene, nobody feels that the group is behaving sensibly. Because they all feel that everyone else favors the group's choice, no one questions it. The group then takes action that no one agrees with.
How can you tell when you're on a trip to Abilene? And what can you do about it?
- Notice your own doubts
- Noticing your own reservations can be difficult. Practice by privately rating your own concurrence with group decisions as Low, Neutral, and High.
- When you're uneasy, inquire
- When you do notice that you're uneasy with a group decision, express your doubts, and ask specific questions. For instance, Ellen could have said, "I'm uneasy with the Wellington idea. How will we deal with the problems of managing them remotely?" Take care, though. In some settings critical inquiry can be seen as negative or non-supportive, even though it's almost always healthy and helpful.
- Check for the Abilene itinerary
- Whenever a team makes a decision of any kind, it's wise to check for trips to Abilene. Try asking, "I'd like to check: are we on a trip to Abilene?" A chorus of No's isn't a guarantee, but asking the question often works.
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Read more in a wonderful book by Jerry B. Harvey, The Abilene Paradox and Other Meditations on Management. San Francisco: Jossey-Bass, 1988. Order from Amazon.com.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Clueless on the Concept
- When a team member seems not to understand something basic and important, setting him or her straight
risks embarrassment and humiliation. It's even worse when the person attempting the "straightening"
is wrong, too. How can we deal with people we believe are clueless on the concept?
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
- Deciding to Change: Choosing
- When organizations decide to change what they do, the change sometimes requires that they change how
they make decisions, too. That part of the change is sometimes overlooked, in part, because it affects
most the people who make decisions. What can we do about this?
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
- Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their
subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate.
It breeds micromanagers.
Making good decisions quickly is extremely important in dynamic, rapidly-changing environments. Because the Abilene Paradox can so easily interfere with sound decision-making, understanding the paradox can be most helpful in such situations. My program, "Managing in Fluid Environments," explores de in situations where cision-making in such situations, where changes come along at such a rapid rate that the next change arrives before we reach the "New Status Quo" of the changes we're already dealing with. More about this program.
Are you planning an offsite or retreat for your organization? Or a conference for your professional society? My programs are fresh, original, and loaded with concrete tips that make an immediate difference. rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.