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The Abilene Paradox The Management of Agreement
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The Abilene Paradox The Management of Agreement
1.
THE MANAGEMENT OF
AGREEMENT Parag Harolikar
2.
Introduction Feature
Presentation Abilene Paradox Parameters Conclusions 2© SRM Consultech PROPRIETARY
3.
Oxford dictionary:
A paradox is a statement that seems self-contradictory, but is, in fact, true! © SRM Consultech PROPRIETARY 3
4.
MISMANAGED AGREEMENT Failure
to do what is needed to ensure people are in agreement for the right reasons. © SRM Consultech PROPRIETARY 4
5.
Source: www.socialpsychology.org 5© SRM
Consultech PROPRIETARY
6.
The Abilene Paradox
Demystified Tendency of a group to embark on an activity that no group member wants Actions that contradict the true desires Defeat the very purpose one is trying to achieve Compound the problem rather than solving it Organizational dysfunction via agreement, not conflict 6© SRM Consultech PROPRIETARY
7.
FEATURE PRESENTATION
8.
Symptoms Of The
Abilene Paradox Individual & private agreement about the nature of the situation facing the org Individual & private agreement about how to ‘cope’ with the situation Failure to accurately communicate true desires 8© SRM Consultech PROPRIETARY
9.
Symptoms Of The
Abilene Paradox Collective decisions that are contrary to what they really want to do Frustration, irritation and dissatisfaction with the org Cycle continues until broken 9© SRM Consultech PROPRIETARY
10.
Reasons For The
Abilene Paradox Action Anxiety Negative Fantasies Real Risk Fear Of Separation Reversal of Risk & Certainty 10© SRM Consultech PROPRIETARY
11.
Critical Observations Ideas
come from any source Admitting mistakes © SRM Consultech PROPRIETARY 11
12.
© SRM Consultech
PROPRIETARY 12 Source: Unknown
13.
How To Bypass
Abilene Understand, and be ever aware of the Abilene Paradox Express one’s true beliefs clearly and honestly Be realistic vis-à-vis action anxiety, negative fantasies, real risks, separation anxiety Remember the paradox within the paradox 13© SRM Consultech PROPRIETARY
14.
Clear & Honest
Communication Mitigated speech: Attempt to downplay or sugarcoat the real meaning Transmitter orientation: It is the speaker’s responsibility to communicate unambiguously Receiver orientation: The listener has to make sense of what is being said © SRM Consultech PROPRIETARY 14 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
15.
The Situation Weather
radar shows an area of heavy precipitation 25 miles ahead Pilot is maintaining present course Thunderstorms are reported in the area and you encounter mild turbulence You have to ensure that the aircraft will not penetrate this area © SRM Consultech PROPRIETARY 15 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
16.
1. Command Turn
thirty degrees right. © SRM Consultech PROPRIETARY 16 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
17.
2. Crew Obligation
Statement I think we need to deviate right about now. © SRM Consultech PROPRIETARY 17 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
18.
3. Crew Suggestion
Lets go around the weather. © SRM Consultech PROPRIETARY 18 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
19.
4. Query Which
direction would you like to deviate? © SRM Consultech PROPRIETARY 19 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
20.
5. Preference I
think it would be wise to turn left or right. © SRM Consultech PROPRIETARY 20 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
21.
6. Hint The
return at 25 miles looks mean. © SRM Consultech PROPRIETARY 21 Source: “Outliers: The Story of Success”, Gladwell Malcolm, pp 194-195
22.
Conclusion “Unanimous Agreement”
= be on your guard! Pay attention to the reputable nay-sayer Executive sponsors – be careful not to get emotionally attached to your products or ideas Allow your organization members to experiment and make mistakes Admit your mistakes and forgive those of others © SRM Consultech PROPRIETARY 22
23.
PAH 23© SRM
Consultech PROPRIETARY
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