The Abilene Paradox - Validation

Over the last few weeks I have been addressing a style of group think called The Abilene Paradox. The Paradox occurs when a group makes a decision that is contrary to the actual desires of the group members. In Jerry B. Harvey’s original description, a family drives to Abilene for dinner and after returning four hours later realizes that no one really wanted to go!

In my first Abilene article I addressed why people fail to voice their disagreement. Most often members hesitate to disagree out of some type of fear. Dennis Gillan commented

I have been in groups that went to "Abilene" and if someone would have clearly stated what was in their heart, we could have saved a trip.

In the second article I described how leaders can avoid a trip to Abilene by setting the proper TONE. The best decisions are those made in an environment in which healthy disagreement is encouraged for the good of the team. Effective leaders work to set the right tone knowing it will pay off, particularly during important decisions.

Despite best efforts, a group may still detour to Abilene when making a decision. If you sense it happening, stop to VALIDATE the decision. You can plan validation in advance or it can be spontaneous. Either way, the key is to confirm that everyone actually agrees with the decision and isn’t just “going along.”

The first step is to begin team meetings by giving members the authority to validate decisions. This is not a free pass for members to delay or fight a decision. Rather, it is permission for members to call time-out if it appears Abilene is just over the horizon.

A simple, proactive technique is to use brainstorming and make sure everyone contributes. Note: As the leader wait until the end to add your suggestions. It works because using a brainstormed list requires critical thinking to eliminate some options while embracing others.

Another way to validate is asking team members to write their ideas prior to group deliberations. Later, as the team discusses the issue, periodically ask participants to share their written thoughts. Since these ideas were crafted before the discussion they will be unaffected by the group opinion.

Using good facilitation skills is another way to keep the group off the road to Abilene. For example, when a fresh idea or a dissenting opinion is offered be sure to fully acknowledge it and draw the group’s attention to it. Also, try to avoid letting one or two vocal members dominate the discussion. Make sure everyone is involved.

When the group begins moving toward a decision validation becomes crucial, particularly for difficult decisions. If you fear the group is on the outskirts of Abilene, don’t ask “does everyone agree?” Instead consider alternative decision making techniques such as the Fist to Five Method or a simple written vote.

Finally, if despite your best efforts, the team seems to be “going along” rather than actually agreeing, flip the discussion. To flip, ask the team to assume the opposite or alternative viewpoint and have them explain why it could be a better choice. Flipping helps validate the decision because when everyone is forced to consider an alternative you create a safe zone for the ‘silent dissenters’ to voice their opinions.

Whether on a charitable board, a task force, a work team and just with friends, Abilene beckons you! Practice the two ways to avoid an unnecessary trip. First, encourage healthy disagreement by setting the proper TONE. Second, look for warning signs of Abilene and VALIDATE the team’s decisions along the way. Abilene may be a great place to visit, but you don’t want to make decisions there!