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.
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More articles on Personal, Team, and Organizational Effectiveness:
- Games for Meetings: IV
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part IV of a little catalog of some of our favorites, and what we could do about them.
- Asking Clarifying Questions
- In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder
ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
- Discussion Distractions: II
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- False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
- Virtual Clutter: I
- With some Web searching, you can find abundant advice for decluttering your home or office. And people
are even thinking about decluttering email inboxes. But the problem of clutter is far more widespread.
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.
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Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- 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.
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- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.