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:
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?"
Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
- Paradoxical Policies: II
- Because projects are inherently unique, constructing general organizational policies affecting projects
is difficult. The urge to treat projects as if they were operations compounds the difficulty. Here's
a collection of policies for projects that would be funny if they weren't real.
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 December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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!
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- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.