Abilene Paradox: Definition And Meaning

The definition of the Abilene Paradox, “a circumstance where a group of individuals agree to a course of action based on the theory it is best for the group despite going against the preferences of members of the group,” (What Is Abilene Paradox? Definition and Meaning).
How as a leader you can create an environment for your team to avoid the “Road to Abilene.” How as a leader I can create an environment for my team to avoid the “Road to Abilene.” First as a leader I would need to recognize that our team/organization may be on the road to Abilene. Next speak up and challenging the group while letting them know that I am a little concerned with the decisions that are being made may not be precise, therefore, any decision made may not be the direction to go. Speaking out while meeting with the group is important, because the dynamics of the Abilene Paradox involves agreement between group members. Many times, confrontation may arise in doing so within the group wait for feedback from my team members. There is the possibility that someone else is thinking and feeling the way that I am feeling. Thus, provoking others to speak out that they do not agree with the path the project may be going. As a
leader, these are some things to look for to keep from experiencing an Abilene Paradox: “1) Identify Groupthink signals within your organization; 2) Make room for disagreement; 3) Avoid language that plays on our tendency to agree with groups; 4) Don’t use “rule by committee” where everyone must agree; 5) Re-configure groups; 6) Create avenues for staff to voice their opinion,” (How to Avoid Bad Decisions and Why Not to Go to Abilene).
To be a great leader with a team of high-performance that maximizes results and minimizes risks, effective communication is essential. This will in turn shut down the gossiping and backstabbing. objectives and build team engagement and relationships around the achievement of work focused goals and objectives. This was a much simpler and easier dynamic for the team as we were less preoccupied with people-pleasing and more satisfied with achieving business objectives and celebrating results. This placed less pressure on each of us to ‘fit in’ to team social activities and instead let social groups form naturally as a value add for those inclined, without placing any additional obligations on others.
Conclusion
In conclusion to fully not to fall target of the Abilene Paradox, as a leader I must produce an environment that will encourage employees to speak out freely to share their opinions even when in disagreement with others.
If members of the group are quiet I need to find out what are they thinking as it pertains to the project at hand. Reward critical thinking, whereby I may need to appoint a devil’s advocate with the group during our meetings. Being the leader of the group I should not speak my opinion at the start of the meeting and do not be so enthusiastic. So as not to make all those who are in attendance overzealous and wanting to agree with my ideas. Lastly, whenever possible invite a few outsiders to the group and ask them to speak what they are
feeling.