Collaborative Business Intelligence and Managing Agreement, Not Conflict

Before you Set Off

Home of the Paradox

Abilene, Texas seems to be an entirely reasonable place. Jessica Simpson (Daisy to Johnny Knoxville's Luke Duke) was born there and I understand that the museums are free during their monthly Artwalk event. There is even a Country and Western song about Abilene which, last time I checked, there isn't about my home town in Surrey. It seems unfair then, that the place has a whole paradox named after it.

“Cohen contends that managing agreement is the single most pressing issue facing organisations today”

The Abilene paradox describes a particular problem with group decision making. and was introduced by a management expert, Jerry B Harvey, in his article The Abilene Paradox: The Management of Agreement.

The Long and Winding ...
In the article Jerry described something that happened when they were visiting family in Coleman Texas. The family were playing domino's on the porch and enjoying iced lemonade when Jerry's father-in-law suggests that they take a trip to Abilene, some 53 miles north, for dinner.

It was over a 100 degrees outside and Jerry really didn't like the idea of a 106 mile round trip in an old Buick without air conditioning but Jerry’s wife responded before he had time to say anything with, "Sounds like a great idea. Jerry felt out of step but thought he might still avoid it by adding ‘Sounds good to me … if your mother wants to go’. However, Jerry’s mother-in-law then says, "Of course I want to go. I haven't been to Abilene in a long time".

So, they were set. The drive is hot, dusty, and long. When they arrive at the cafeteria, the food is is less than average. They arrive back home four hours later, exhausted.

The Game of Recrimination
To be sociable and break the silence as they are cooling down after the ride, Jerry says ‘It was a great trip, wasn’t it’ Jerry’s mother-in-law says that, actually, she would rather have stayed home, but went along since the other three were so enthusiastic.

Jerry’s wife says, "I just went along to keep you happy. I would have had to be crazy to want to go out in the heat like that." Jerry’s father-in-law then says that he only suggested it because he thought the others might be bored.

The group then did what all groups do in these situations, they played the game of recrimination. No prizes, none of the time.  When they couldn't identify a suitable culprit they sat back, puzzled and perplexed as to why they all decided to take a trip which none of them wanted to.  They would actually all have preferred to stay on the porch and relax.

We tend to think that the biggest challenge in organisational decision making is managing conflict but what the Abilene paradox describes is the difficulty in managing agreement. I’ll say that again … not managing conflict but dealing with decisions when we agree. It's absurd but then again, that is exactly what a paradox is.

Are we there yet?
Cohen contends that managing agreement is the single most pressing issue facing organisations today.

There are a number of psychological themes at play including what Cohen describes as Action Anxiety (the need to 'do something') and Fear of Separation (the need 'to be in agreement with the group').

However, at the core of avoiding the Paradox is communication. A lack of clarity about the intent of the group and the preference of the individuals. It should be really easy to avoid coming out of a meeting where everyone appeared to agree but individuals whisper 'that will never fly' but it isn't.

The increasing adoption of collaborative decision making tools will, of course, introduce some hitherto unknown problems but they will provide an opaque forum for individuals to be clear about their views.

Decision making forums where the contributions are considered, clear, balanced and accurately recorded are less likely to result in a 106 round trip in the heat. Of course, some of the issues are cultural but structured, collaborative decision making is an opportunity for;

 

• Clear and Considered Input. Interestingly one of the most potent techniques for getting individuals to put more thought into their contribution to a decision is to ask them to write it down. What's more it's on the record so they're committed.
• All Views Heard, None Drowned Out. In a meeting you would think that we would all use the one mouth and two ears in proportion but that is not always the case. A CDM Forum means that all participants can record their view, everyone can be heard without interruption.
• One Memory of the Decision. Take a look at your next meeting and everyone is making their own notes based on their own view of the meeting. If the meeting is facilitated and someone is recording the views of the group on a whiteboard then we see different behaviours.  This is what CDM forums do too.

 

The final mile
So if you want to enjoy free art on the first Thursday of the month then Abilene is the place to be. However, if it's a hot and dusty day and you're enjoying the shade then before you set off check that the group really want to go, that everyone has been heard and is committed and finally that you have air conditioning.