Abilene Paradox: Collective Errors Created by Silence

On a hot afternoon in Texas, a family was sitting peacefully in their living room. The father-in-law proposed, "Shall we go to Abilene for dinner?" The son-in-law thought, 'A four-hour round trip in this heat?', but agreed to please his father-in-law. The wife and mother-in-law also disliked it in secret but conformed, saying, "Because the others want it."

In the end, they drove down a hot, dusty road, ate an unappetizing dinner, and returned. Only after arriving home did they realize the shocking truth: Not a single person in the family had wanted to go to Abilene.

The 'Abilene Paradox,' introduced by management scholar Jerry B. Harvey, shows how a group makes decisions completely contrary to the individual wishes of its members.

I. Cause of the Paradox: The Illusion that "Others Must Want It"

The Abilene Paradox occurs more often in 'organizations that care for each other too much or have strong cohesion' than in organizations with high conflict.

• Fear of Separation: An instinctive fear of being ostracized when standing out or expressing a contrary opinion alone operates.
• Negative Fantasy: Groundless assumptions like "If I oppose, will it ruin the atmosphere?" or "Everyone seems to agree; will I be the only weird one?" block the truth.

II. Difference from Groupthink

• Groupthink: A state where critical thinking itself is paralyzed because group cohesion is too strong. Members often actually believe the decision is right.
• Abilene Paradox: Members know in their hearts that the decision is wrong. They are in a state of deceiving themselves to maintain the facade of 'agreement.'

III. How to Get Off the Train to Abilene

To prevent an organization or relationship from flowing in an unwanted direction, the following efforts are necessary:

1. Utilization of Anonymous Voting: Establish devices where one can state their true opinion without concern for others' gazes.
2. Appointing a 'Devil's Advocate': By assigning a role to intentionally express contrary opinions, it becomes easier for others to do the same.
3. Rewarding Honesty: Leaders must clearly recognize that contrary opinions are not nuisances causing conflict, but 'precious assets' that save the organization.
4. Asking Questions: A short question like "Does everyone really want this?" can stop the bus heading for Abilene.

Conclusion: Your Courage Breaks the Chain of Misunderstanding

We often choose silence for the sake of smooth relationships. However, that silence can gather and take us all to a hellish 'Abilene.'

When making a decision with someone today, pause for a moment and check each other's true inner thoughts. Are you deceiving yourself out of consideration for others? The small voice of opposition you raise will not be a bomb that breaks the relationship, but a lifeline leading us all to true freedom and satisfaction.