Abilene Paradox – Group Agreement & Disagreement

If a group of people has ever reached a consensus against the wishes of the majority, or even all, of its members, they have experienced the Abilene Paradox. In this case, all group members agree to the group’s choice even though no one wants it because they believe their preferences are in the minority.

The Origins

Jerry B. Harvey, a management specialist, first used the phrase in his 1974 essay “The Abilene Paradox: The Management of Agreement.” The story he narrated to illustrate the concept is where the name originated:

A family is enjoying a hot afternoon in Coleman, Texas, while playing dominoes on a porch. Their father-in-law invites them to supper in Abilene, which is 53 miles away. Because they assume everyone else is excited about the vacation, all of the family members agree to go, even though they have misgivings. The journey was lengthy, hot, and uncomfortable, but they finally made it to Abilene, where they ate a terrible lunch. They all went along with the idea to appease the others, but when they got back home, it was obvious that nobody wanted to attend.

Examples

• At work:

The team leader suggests a different strategy for the project at a business meeting. Everyone on the team is sceptical about the plan’s viability, but they all agree to move forward with it nonetheless since they assume everyone else is on board with it. Everyone believed they were the only ones who disagreed with the idea, but in reality, no one did, and the initiative ultimately failed.

• Social events:

Consider a group of friends trying to plan something enjoyable to do this evening. Because everyone assumes the others want to go, everyone follows the idea and goes to the restaurant, even though they all prefer other places or prefer to remain there. It becomes clear later on that nobody wants to go to that restaurant; therefore, the evening is a bust for everyone.

• Decisions on organisational policy:

The board of directors of a nonprofit, for instance, would be debating potential new avenues of financial support. While everyone is suspicious, they all accept the fact that the plan has everyone’s support. They give their unanimous approval, only to have it flop due to unresolved fundamental problems.

• Trips with the family:

A family is making vacation arrangements, and someone suggests a place to go. They all agree to go because they don’t want to argue, or because they think everyone else is looking forward to the trip. Since it wasn’t everyone’s first pick, the trip turned out to be less fun.

Causes of the Abilene Paradox

• The influence of peers:

People feel compelled to comply with what they perceive as the collective will to stay out of trouble or appear cooperative.

• Isolation anxieties:

To avoid becoming the lone voice of disagreement, some may choose to conform to the consensus.

• Communication error:

Misunderstandings regarding the actual tastes and sentiments of other people might result from a lack of effective communication.

• Aversion to disagreement:

To keep the peace and preserve group cohesion, people may agree to do things they don’t believe in, even if it means sacrificing their happiness.

Preventing the Abilene Paradox 

• Promoting honest dialogue:

Encourage an environment in which team members can openly express their thoughts and feelings without worrying about what others think or the consequences.

• Ask for different viewpoints:

Make sure you know everyone’s real opinions and concerns before you make a group decision by asking for their views privately.

• Make choices clear:

To prevent assumptions and miscommunication, make sure everyone knows each other’s tastes and viewpoints.

• Encourage a fruitful discussion:

To reach a consensus, it’s beneficial to engage in healthy debate and conversation, examining various perspectives and discussing potential issues.

The Abilene Paradox vs. Groupthink

Groupthink and the Abilene Paradox are both phenomena where group decision-making can go awry, but they differ in crucial ways.

In groupthink, members of a group consciously agree with each other, often due to dominant cultural norms, team homogeneity, or subtle workplace coercion. This agreement may stem from a desire to maintain harmony or avoid conflict, leading to a lack of individual critical thinking. As a result, the group misses out on the healthy and productive conflict that can arise from dissenting opinions.

In contrast, the Abilene Paradox occurs when individuals in a group are aware that they disagree with the plan being proposed. They recognize the plan’s flaws and have their reservations but choose not to voice them, believing that others support it. This silent dissent means that no one challenges the decision, and the group moves forward with a plan that no one genuinely supports.

Groups can make better decisions that represent members’ actual interests and preferences if they identify and resolve the dynamics that cause the Abilene Paradox.