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Navigating BIG team decisions? Beware of the Abilene Paradox!

Profile photo of Martyn McDermott.

By Martyn McDermott

4 min read

Three business people of different ethnicities in the back seat of a car, each wearing a suit. They have tape over their mouths, symbolising silenced voices in decision-making. One person is a Black woman, another is a South Asian man, and the third is a Middle Eastern man. They are seated side by side, looking ahead with expressions of muted frustration

The quiet danger of false consensus on effective decision making

MAJOR regularly finds itself tasked with making BIG decisions; who doesn't? Most, thankfully, are not inherently problematic, but each has the potential to steer our collective journey—for better or worse. At these critical moments, the threat of the Abilene paradox looms, a deceptive pitfall that can lead well-intentioned teams into counterproductive detours.

The 'what? Paradox', I imagine you thinking?

The Abilene Paradox: It's a fancy term for a situation you will quickly recognise.

So, let me tell you about the Abilene Paradox and how to avoid it

Management expert Jerry B. Harvey introduced the Abilene Paradox in his 1974 article "The Abilene Paradox: The Management of Agreement." He illustrates the paradox by telling the story of a family's trip to Abilene, Texas, that none of them really wanted to take.

Here's a very simplified version of his story:

On a hot summer afternoon in Coleman, Texas, a family is comfortably playing dominoes on a porch until the father-in-law suggests a trip to Abilene for dinner. Despite having reservations, his wife agrees, stating that it sounds like a great idea. The husband, despite his own lack of enthusiasm, supports the notion, believing his preferences to be out-of-step with the group. The mother-in-law then also agrees, not wanting to cause dissent. They set out on a long, hot, dusty drive to Abilene, have a mediocre dinner, and return exhausted.

During the return trip, they discover that none of them had actually wanted to go—they had all merely gone along with what they believed was the group consensus. This misadventure revealed that each family member made an incorrect assumption about the others' preferences and avoided communicating their own, leading to a collective action that was counter to everyone's wishes (the paradox).

Jerry's version is much better, but hopefully, you can still see how this story serves as a cautionary tale for organisations, highlighting a tendency for groups to enter into a "spiral of silence" where members, out of fear of rocking the boat, support decisions that go against their own beliefs. Read the original with this in mind, it's a powerful illustration of the pitfalls of group dynamics and the importance of clear communication and assertive decision-making.

How can you avoid falling into this counterproductive trap?

First and foremost, you must be aware of it and recognise when it rears its ugly head.

Then, follow some or all of the following advice to make sure you bop it on the head.

Foster an open communication culture

Cultivating an environment where team members feel comfortable expressing their genuine opinions is the first defence against the Abilene paradox. Encourage discourse and dissenting views. This helps prevent the paradox and leads to more innovative and effective decisions.

Implement structured decision-making processes

Adopt a systematic approach to decision-making. Utilise techniques such as brainstorming and round-robin feedback to ensure every member can contribute without the pressure of conformity.

Encourage critical thinking

Promote a critical mindset within your team. Encourage members to question the status quo and consider the decisions' implications critically. Critical thinking helps identify when the group is leaning towards a decision that does not align with their genuine desires.

Seek anonymous input

Sometimes, anonymity can be a powerful tool. In situations where peer pressure is high, anonymous voting or suggestion systems allow for expressing true preferences without fear of social repercussions.

Appoint a devil's advocate

Designate someone to intentionally challenge ideas and decisions, regardless of their personal views. This role is crucial in ensuring that decisions are thoroughly examined and that the group is considering potential pitfalls.

Beware of time pressures

Understand that rushed decisions can exacerbate the risk of the Abilene paradox. When teams feel pressured to make swift decisions, the likelihood of bypassing individual opinions in favour of a false consensus increases.

Train for awareness

Educate your entire team about the Abilene paradox and its warning signs. Awareness is a powerful tool in recognising and mitigating the onset of groupthink and related phenomena. You can then introduce gentle reminders of the paradox at the start of essential sessions and meetings.

Reflect on past decisions

Regularly review and discuss past decisions as a team. This reflection can highlight tendencies towards the Abilene paradox and reinforce the importance of individual opinions in collective decision-making.


Don't underestimate The Abilene paradox; it is a subtle yet potent threat to effective teamwork and decision-making.

Businesses can circumvent this trap by fostering a culture of openness, structuring decision-making processes, and promoting individual thought, leading to more satisfactory and successful outcomes.

Remember, it is the harmony of diverse and candid contributions that forges the strongest decisions.

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