Groups can play a key role in the firm achieving its vision and
mission. However, without proper management a group can fail. The group
process, its advantages, disadvantages, stages of group development, functional
behavior, dysfunctional behavior, and sources of power within the group are all
important factors when analyzing groups. Everyone can contribute or hinder
group success. However, for this project we will limit the analysis to the
management of agreement. When there are roadblocks to new or differing ideas,
when agreement is reached because group members think that solution is what
everyone wants, or when group members have a righteous belief in what they are
doing, this can lead groups to wrong decisions.
The task is to compare and contrast Groupthink
and the Abilene Paradox in the international decision making process. How are
they similar and how might they differ? Is it possible that they are ever
forces for the “positive”? Your discussion should include ways to mitigate the
phenomena of both Groupthink and the Abilene Paradox inside organizations.
Irving L. Janus wrote a book titled “Victims of Groupthink: A psychological
Study of Foreign Policy Decisions and Fiascos.” In this book Janus highlighted
the causes of Groupthink and also actions that can be taken to mitigate
groupthink. Jerry B. Harvey wrote a book titled “The Abilene Paradox and other
Meditations on Management.” In the chapter on the Abilene Paradox, Harvey
discussed the causes and ways to mitigate the Abilene Paradox. Internet searches
will also provide much information on these two topics.
Managers in the international business environment need to be
aware of the pitfalls with managing agreement. Failure to recognize and take
corrective action can and often does lead to incorrect decisions.
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