...Critique of The Abilene Paradox: The Management Of Agreement Section (3) Article (7) By ROHINI GANDHOTRA Dr. Frear MBA 500: Business and Leadership January 31, 2009 BIOGRAPHY Jerry B. Harvey, a management expert and pioneer of The Abilene Paradox is a Professor of Management at The George Washington University. During his career, he has served as a consultant to a wide variety of industrial, governmental, religious, military, educational, and voluntary organizations. He is the author of approximately fifty professional articles and has written two books: The Abilene Paradox and Other Meditations on Management and How Come Every Time I Get stabbed in the Back, My Fingerprints Are on the Knife? He is also featured in several videos focusing on organizational behavior including, "The Asoh Defense," "The Gunsmoke Phenomenon," and "The Abilene Paradox". In addition, he has published articles such as, "It's Not My Dog," "Eichmann in the Boardroom," "Organizations as Phrog Farms," "Interrupted Prayers and Organizational Un*Learning." Many years ago Professor Jerry B. Harvey discovered that the fundamental problem of contemporary organizations is the inability to cope with agreement—not conflict. He finds that most agreement in organizations is actually false consensus. It occurs because many people feel they might be isolated, censured or ridiculed if they voice objections. This often leads groups to act on inappropriate goals and is a setup for organizational...
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...Assignment of General Management on the Abilene Paradox: The Management of Agreement Joseph NGENZI MPAM/3020/11 This Term Paper is Submitted in partial fulfillment of UNIT MBA 603 grades of the School of Business and Public Management for the award of Master of Public Administration and Management. Mt. Kenya University July, 2011 INTRODUCTION Four adults are sitting on a porch in 104-degree heat in the small town of Coleman, Texas, some 53 miles from Abilene. They are engaging in as little motion as possible, drinking lemonade, watching the fan spin lazily, and occasionally playing the odd game of dominoes. The characters are a married couple and the wife’s parents. At some point, the wife’s father suggests they drive to Abilene to eat at a cafeteria there. The son in-law thinks this is a crazy idea but doesn’t see any need to upset the apple cart, so he goes along with it, as do the two women. They get in their unaired-conditioned Buick and drive through a dust storm to Abilene. They eat a mediocre lunch at the cafeteria and return to Coleman exhausted, hot, and generally unhappy with the experience. It is not until they return home that it is revealed that none of them really wanted to go to Abilene–they were just going along because they thought the others were eager to go. Naturally, everyone sees this miss in communication as someone else’s problem. Dr. Harvey used this wonderfully simple parable to illustrate what he believes is a major symptom of organizational...
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...Revisiting the Abilene Paradox: Is Management of Agreement Still an Issue? | |by Kathryn J. Deiss, ARL Office of Leadership and Management Services Program Manager In 1974, Professor Jerry Harvey of George Washington University developed a parable from a real-life experience to describe the issues surrounding how individuals reach agreement, or, more specifically, believe they have reached agreement. Twenty-five years later the lessons and insights his parable generates are still valid and provocative for organizations and the individuals who work together in those organizations. The Parable of the Abilene Paradox1 Four adults are sitting on a porch in 104-degree heat in the small town of Coleman, Texas, some 53 miles from Abilene. They are engaging in as little motion as possible, drinking lemonade, watching the fan spin lazily, and occasionally playing the odd game of dominoes. The characters are a married couple and the wife’s parents. At some point, the wife’s father suggests they drive to Abilene to eat at a cafeteria there. The son-in-law thinks this is a crazy idea but doesn’t see any need to upset the apple cart, so he goes along with it, as do the two women. They get in their unair-conditioned Buick and drive through a dust storm to Abilene. They eat a mediocre lunch at the cafeteria and return to Coleman exhausted, hot, and generally unhappy with the experience. It is not until they return home that it is revealed that none of them really wanted to go to Abilene–they were...
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...The necessity of driving to abilene James A Wilson; Michelle Harrison Organization Development Journal; Summer 2001; 19, 2; ABI/INFORM Global pg. 99 ORGANIZATION DEVELOPMENT JOURNAL THE NECESSITY OF DRIVING TO ABILENE James A. Wilson, PhD, RODe, University of Pittsburgh, Pennsylvannia The Katz Graduate School of Business 412 South 5th Avenue Highland Park, New Jersey 08904 jawilson@katz.pitt.edu Michelle Harrison, M.D., Clinical Associate Professor of Family Medicine University of Medicine and Denistry of New Jersey On a dry, hot, 104-degree July use well before 1988 when day in Coleman, Texas, Jerry B. Harvey's book was published, Harvey, author of having been used in business The A bilene Paradox and Other Meditations on Mana gement (1988), found himself, his in-laws, and his wife driving 106 miles to Abilene to eat school classes and executive workshops. It was published earlier in Organizational Dynamics (1977) and had attracted at a cafeteria with unpalatable considerable a ttention if not food, and then back to Coleman. respect among some professors Before driving off, all had been and industrial consultants. Abilene fairly comfortable in spite of the reinforced system four, open heat, playing dominoes on a systems kinds of theory and was screened porch, fan blowing, and sometimes coupled with the Johari drinking iced lemonade. window. All of these speak to the No one...
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...Case Study Name and Page #: Abilene Paradox Information, Page 115 Student Name: Tony Colon | |Leading Ideas: Revisiting the Abilene Paradox: | | |Is Management of Agreement Still an Issue? | by Kathryn J. Deiss, ARL Office of Leadership and Management Services Program Manager In 1974, Professor Jerry Harvey of George Washington University developed a parable from a real-life experience to describe the issues surrounding how individuals reach agreement, or, more specifically, believe they have reached agreement. Twenty-five years later the lessons and insights his parable generates are still valid and provocative for organizations and the individuals who work together in those organizations. The Parable of the Abilene Paradox1 Four adults are sitting on a porch in 104-degree heat in the small town of Coleman, Texas, some 53 miles from Abilene. They are engaging in as little motion as possible, drinking lemonade, watching the fan spin lazily, and occasionally playing the odd game of dominoes. The characters are a married couple and the wife’s parents. At some point, the wife’s father suggests they drive to Abilene to eat at a cafeteria there. The son-in-law thinks this is a crazy idea but doesn’t see any need to upset the apple cart, so he goes along with it, as do the two women. They get in their unair-conditioned Buick and drive through a...
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...Avoiding Abilene Bea Carson Page 1 5/22/2006 AVOIDING ABILENE: BREAKING OUT OF GROUPTHINK by Dr. Bea Carson Introduction Have you been trapped in the frustration of meetings that were not functioning well? Have you sat in a meeting where you did not speak your mind because you knew the risk, or the futility of it? Perhaps you suffered in more bad meetings than you participated in useful ones. Did meetings, when nothing of value was accomplished, seem a terrible waste of time, yours and everyone else’s? Reflecting on it later, did you wonder what it was that caused the teams to be so ineffective? The situations that led to these non-working meetings tend to fall into three categories: 1) We are so sure that everyone is in agreement that we don’t want to be the lone dissenting voice. 2) Our team has always been “right.” We have been on the cutting edge for as long as anyone can remember – therefore we must be “right” now. 3) The boss says we must – therefore we must. After biting our tongues through these exasperating meetings, the next thing we know something blows up (figuratively or literally) and we berate ourselves for not having said something. What causes this ineffective – actually, dysfunctional – behavior and how do we stop it? Let’s start by putting names to those three situations described above. © 2006 Carson Consultants 1187 Neptune Place Annapolis, MD 21401 410-349-1326 www.carson-consultants.com Avoiding Abilene Bea Carson ...
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...How to Figure Out What is Going On in a Groupi (Some Key Elements of Group Dynamics and Team-Building) We are used to focusing on the content of group activities—what the group is talking about and doing. In order to understand the group process, we must also pay attention to how the group is doing its work and how its members are interacting—communicating, making decisions, and so on. The following dimensions of group behavior provide information about the nature, structure and processes of work groups and teams. A. WHAT MAKES A WORK GROUP EFFECTIVE The effectiveness of a work group can be measured by the degree to which it: 1. Accomplishes its task appropriately. 2. Enhances ability of its members to work together in the future (social system.) 3. Members experience personal growth and well-being. In order to achieve these objectives, the group must engage in appropriate processes that reflectii: 1. Sufficient effort to accomplish the task at an acceptable level of performance. 2. Adequate knowledge and skill brought to bear on the task. 3. Task performance strategies appropriate to the work and the setting Therefore, members of the group must not only pay attention to the content of group activities--that is, what the group is talking about and doing--but also to the group process—that is, how the group is going about its work and how its members are interacting. B. TASK AND SOCIAL DIMENSIONS OF THE GROUP PROCESSiii Behavior in a group can be considered in terms of its...
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...Table of Contents Introduction...................................................................................................................................3 Evolution of the Group.................................................................................................................4 Group Structure/Dynamics..........................................................................................................5 Intra-Group Conflict....................................................................................................................8 Summary.......................................................................................................................................11 References.....................................................................................................................................13 Introduction The course entitled Organizational Behavior requires its students to complete an extensive group project evaluating one company’s process and applying the Diagnostic Model. The initial phase of the project, the group considered the process of opening a new branch location with all that entails in doing so. While this was a worthy subject to analyze, the group quickly realized that the time needed to complete such an analysis would make it an unwise choice. The group collaborated on an alternative focus point that was more specific and definable. Once this focus was decided, the group worked effortlessly...
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...drives business success is the quality of decisions, and their implementation. Good decisions mean good business. The concept of decision making has a long history; choosing among alternatives has always been a part of life. But sustained research attention to business decision making has developed only in recent years. Contemporary advances in the field include progress in such elements of decision making as the problem context; the processes of problem finding, problem solving, and legitimation; and procedural and technical aids. THE ELEMENTS OF DECISION MAKING THE PROBLEM CONTEXT All decisions are about problems, and problems shape context at three levels. The macrocontext draws attention to global issues (exchange rates, for example), national concerns (the cultural orientations toward decision processes of different countries), and provincial and state laws and cultures within nations. The mesocontext attends to organizational cultures and structure. The microcontext addresses the immediate decision environment—the organization's employees, board, or office. Decision processes differ from company to company. But all companies need to take these three context levels into consideration...
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...biggest crisis in the United States – BP oil spill 2010 was examined. Also looked at, was the dysfunction within the organization and if the cleanup had led to a better organizational structure, culture, communication, leadership and behavior. What are irredeemably forsaken are reputation and trust that can lead to a company folding up if it is not built on a good Organizational structure, culture, personality, communication, decision making and ethics. Some research questions were asked and used to answer some of these issues. What were the behavioral approach as it pertained to leadership? How did leadership influence, change or manage people? Did it inspire a vision, put people first and act decisively when there were issues? Etc. As stated above, this research paper specifically looks at BP Organizational structure and communication, culture, leadership and behavior as a whole and provides some solutions that could better help, prevent or avoid future crisis. BP Oil Spill 2010 Introduction In every company or organization, there is a structure and there are rules and regulations that guide the conduct of such places. BP is one of such companies, though big, it does have employees and that affects both the growth and success of the organization. Unfortunately, there was the BP oil spill of 2010 which did cost millions of dollars, human, health & environmental...
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...Critique Ayman, Chemers, and Fiedler reviewed the model of leadership previously described by Fiedler & Chemers in 1974 and Fiedler in 1967 Ayman, Chemers, and Fiedler (1995) found the following: The model predicts that a leader’s effectiveness is based on two main factors: a leader’s attributes, referred to as task or relationship motivational orientation [formerly referred to as style], and a leader’s situational control [formerly referred to as situational favorability]. The model predicts that leaders who have a task motivational orientation compared to those who have a relationship orientation or motivation will be more successful in high- and low-control situations. (p. 287) The purpose of their article was to address the confusion surrounding the model’s components like how they relate to each other (Ayman, Chemers, & Fiedler, 1995). According to Ayman, Chemers, and Fiedler (1995), “the model’s constructs are: (1) leader’s characteristics, (2) situational control, and (3) leadership effectiveness” (p. 288). Ayman, Chemers, and Fiedler’s conclusion is that contingency model of leadership has been in practice and aided by research for the last thirty years. They revised the strengths and weaknesses of the model. According to Ayman, Chemers, and Fiedler (1995): The greatest strengths of the model reside in: (1) the conceptual and statistical independence of its central constructs, LPC and situational control; (2) its emphasizes on independence and, where possible...
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...Week 2 The business context 1. Porter’s Five Forces Where does the power lie? How do I maximise my power and leverage? How do I identify and minimise my weaknesses? The threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products or services and rivalry among existing competitors 2. Porter’s Generic Strategies How do I gain a competitive advantage in business? What strategies will help me achieve my goals? 3.1 The Cost Leadership Strategy 3.2.1 Increase profits by reducing costs 3.2.2 Industry-average prices 3.2.3 Increasing market share 3.2.4 Low costs mean greater profit You will need: 3.2.5 Strong control over Cost of Labour 3.2.6 Preferential access to raw materials, components etc. 3.2.7 Take advantage of economies of scale 3.2.8 Easy access to supply chains and affordable logistics 3.2 The Differentiation Strategy 3.3.9 Create a product that is perceived as unique 3.3.10 Brand Loyalty 3.3.11 Can provide better insulation from competition You will need: 2.2.4 Strong R&D 2.2.5 Creativity 2.2.6 Unique Marketing Strategy 2.2.7 Innovate to stay ahead of the competition 2.3 Focus Strategy 2.3.1 Focus on niche markets 2.3.2 Unique understanding of the market 2.3.3 Either cost leadership or differentiation You will need: 2.3.4 Unique/specific insight into the market 2.3.5 Knowledge of suppliers and specialists...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...OB EXAM STUDY NOTES Motivation Motivation – the extent to which persistent effort is directed towards a goal - Effort, persistence, direction Intrinsic motivation – self applied, form the inside, stemming from the direct relationship between the worker and the task Extrinsic motivation – stemming from the work environment external to the task, usually applied by others (managers), not long lasting Content theories of motivation – WHAT motivates (Maslow’s theory, Alderfer’s ERG theory, McClelland’s theory) Process theories – focus on the underlying processes involved in motivating employees – HOW motivation occurs (Expectancy theory, equity theory, goal setting theory) Maslow’s Hierarchy of Needs Physiological Needs – food, water, warmth, rest Safety Needs – security, safety Belongingness and Love Needs – relationships, friends Esteem Needs – prestige and feeling of accomplishment Self Actualization – achieving one’s full potential, including creative activities - Once a need is satisfied, attention is turned to the next highest level (the satisfied need is no longer an effective motivator, except self actualization) Alderfer’s ERG Theory 1. Existance Needs 2. Relatedness Needs 3. Growth Needs - The more lower level needs are gratified, the higher level need satisfaction is desired - The less higher level needs are gratified, the more lower level need satisfaction is desired McClelland’s Theory Need for Achievement - Prefer work where they...
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...Instructions for the FAP: Field Application Project Handbook Professor Katherine Klein MGMT 621/653 June 2012 This document is a resource for you to use as you plan and carry out your team’s Field Application Project for this class. As described in detail below, you and your team will gather data within an organizational unit, diagnose the challenges the unit is facing, and prescribe action steps the unit can take to overcome these challenges and realize new opportunities. The process of carrying out the FAP is both challenging and rewarding. You will gain valuable knowledge and experience as you work with your team, gather and analyze data to gain an understanding of the roots of the unit’s management dynamics and tensions, and propose a course of action to enhance the unit’s effectiveness. Each year, the FAP reports and presentations are incisive, constructive, and fascinating. I look forward to talking with you about your FAP over the course of the semester and to reading about and hearing your team’s FAP findings and recommendations. CONTENTS 1. Introduction to the Field Application Project 2. Timetable / Project Requirements 3. Choosing a Site 4. Gaining Access 5. Working in Your Study Group 6. General Principles and Guidelines for Data Collection 7. Strengths and Weaknesses of Different Data-Gathering Approaches a. Archival Data b. Interviews c. “Shadowing” Job Incumbents ...
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