As if face-to-face meetings weren't challenging enough, most organizations have moved along to Level Five of the Game of Meetings: virtual meetings. They hope to accomplish much more work in much less time. Often they actually accomplish much less work in much more time. Of the many dangers awaiting them in Level 5 is the Virtual Trip to Abilene, which is the virtual version of a face-to-face danger.
In a Trip to Abilene, which is a group dysfunction first identified by Jerry Harvey, a group commits to something no members favor. Privately, nobody feels that the group is behaving sensibly, but everybody feels that the rest of the group favors the decision. Nobody objects. Everybody expresses support.
Trips to Abilene happen because everyone wants to accommodate everyone else. The same can happen in virtual meetings, but the probabilities are different because virtual meetings are different.
Here are some of the differences. Trips to Abilene in virtual meetings are…
- …more likely because expressing misgivings is more difficult
- Expressing To avoid offending others,
some will go along with
what they see as a
gathering consensusmisgivings is more difficult in virtual meetings. For example, in conference calls, people cannot see others' facial expressions or gestures. Raising objections tactfully is more difficult, which makes some people reluctant to object. Even when someone does raise objections, grasping accurately the sense and intensity of the objections is more difficult.
- …both more likely and less likely because people are less connected
- People in virtual meetings typically know each other less well than do people in face-to-face meetings. Some are therefore unsure about where others stand on the question at hand. To avoid offending others, some will go along with what they see as a gathering consensus. On the other hand, because people are less connected, they're sometimes less concerned about offending each other by raising objections, which reduces the likelihood of Trips to Abilene.
- …more likely because of the perception that the mistake won't affect me
- In virtual meetings, if the group undertakes a decision that a member feels is incorrect, a reduced sense of connection makes it easier for members to shrug it off and let the group go ahead with the blunder.
- …more likely because some people aren't paying attention
- Inattentiveness is common in virtual meetings. People who don't pay attention can sometimes miss details of the question at hand. They might have objected if they realized the full import of the decision, but because of inattentiveness, they can mistakenly support something they might otherwise oppose. Because of the mechanisms described above, inattentiveness can kick off a cascade of support for a proposal that would otherwise fail.
In all meetings, education is the best defense against Trips to Abilene. Make sure people know how Trips work, and when in doubt, do an anonymous Abilene Check to be sure you aren't going there. Top Next Issue
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.
Are your virtual meetings plagued by inattentiveness, interruptions, absenteeism, and a seemingly endless need to repeat what somebody just said? Do you have trouble finding a time when everyone can meet? Do people seem disengaged and apathetic? Or do you have violent clashes and a plague of virtual bullying? Read Leading Virtual Meetings for Real Results to learn how to make virtual meetings much more productive and less stressful — and a lot shorter. Order Now!
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More articles on Effective Meetings:
- Games for Meetings: III
- 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 III of a little catalog of some of our favorites, and what we could do about them.
- Problem Defining and Problem Solving
- Sometimes problem-solving sessions are difficult because we get started solving a problem before we
know what problem we're solving. Understanding the connection between stakeholders, problem solving,
and problem defining can reduce conflict and produce better solutions.
- Mastering Q and A
- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall
effort. But how you deal with questions can be a decisive factor in how your audience evaluates you
and your message.
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- When the Chair Is a Bully: II
- Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's
dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration
of the problem of bully chairs.
Forthcoming issues of Point Lookout
- Coming November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
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