COMMERCE 3S03 Chapter Notes - Chapter 10: Abilene Paradox, Divergent Thinking, Collective Intelligence
17 Dec 2020
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Document Summary
Effective managers learn to surface rather than avoid or suppress personal differences. Competition, fear, and individualism can impede communication in many organizations. Meetings include powerplays, agendas and blaming, insinuations or some people just keep quiet to achieve appearance of agreement. Some small groups may have behind the scene talk about the causes and solutions that they might not bring up during the actual meeting. Abilene paradox - people are not willing to act contrary to what they believe other members of the group are thinking or doing. They don"t want to voice their opinion for the fear of rejection. And this is the kind of behavior that limits people"s ability to give divergent viewpoints or openly express themselves. Robust dialogue: allows for divergent thinking and diverse perspectives, allowing the team to struggle through the listening and integration of widely different views to reach a decision point. It takes longer but solves the problem at hand.
