Think You Have Alignment? Think Again.

A recent issue of the Harvard Business Review features a cover story which zeros in on an important and all too common dilemma. Leaders believe they have alignment with and among team members. And why not? Meetings are held, key items discussed, nodding of heads and indications of agreement are noted. Then what?

If there are disagreements and different thoughts on points of discussion, these are often suppressed, at least during the meeting. Afterward, these tend to surface in side-bar discussions and one on one conversations between team members. Only then are honest opinions shared. What’s going on here?

The phenomenon known as “group think” is the subject of a classic and “must read” for organizational leaders. “The Abilene Paradox” describes a family that, on a hot, dusty day in Texas found themselves taking a trip to Abilene, a trip that, as it turns out, no one wanted to take. It began with a half-hearted suggestion and since no one wanted to disagree, off they went. Upon returning, the trip was described by one of the participants this way:

“Here we were, four reasonably sensible people who, of our own volition, had just taken a 106-mile trip across a godforsaken desert in a furnace like cloud dust storm to eat unpalatable food at a hole in the wall cafeteria in Abilene, when none of us had really wanted to go…the whole situation simply didn’t make sense.”

The unhappy outcome meant a wasted Sunday afternoon for these four people. For organizational leaders, the stakes can be much higher.

Consider the missed opportunities, ideas that may represent viable alternatives that are never brought up, or team members half-heartedly moving forward with plans they know won’t work.

Now imagine robust, lively discussion, dialogue and yes, even debate as members respectfully disagree during a carefully facilitated brainstorming session. The impact on your organization can be dramatic.

For more information on ways your team can identify and overcome the tendency toward “group think,” and for a copy of “The Abilene Paradox” contact me at joe@ajstrategy.com.

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