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.
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.
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!
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More articles on Personal, Team, and Organizational Effectiveness:
- Please Remove My Appendix
- When an organization is experiencing problems with conflict, "pushback," or "blowback,"
managers often hire trainers to present programs on helpful topics. But self-diagnosis can be risky.
Often, there are more direct and focused options that can help more and cost less.
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- Risk Management Risk: I
- Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked,
and therefore often unmitigated. We can reduce this risk by applying some simple procedures.
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- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
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. rbrenQtDlmolpDdSzEVyhner@ChachlPIvBvPrTIQXSrGoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenRLocyzWrvzBhMyHZner@ChacvNwYcwnNfvqhGzAzoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
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more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- Your stuff is brilliant! Thank you!
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- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.