The Abilene Paradox is a group dynamic concept where a group of people collectively agree to a course of action that is counter to the preferences of most or all individuals in the group. This happens when each member mistakenly believes their own preferences are different from the rest and doesn't raise objections, even expressing support for an outcome they don't want. The term was coined by management expert Jerry B. Harvey in his 1974 article "The Abilene Paradox: The Management of Agreement". The name comes from an anecdote Harvey uses: a family in Coleman, Texas, is comfortably playing dominoes when the father-in-law suggests a trip to Abilene for dinner. Despite reservations, everyone agrees, only to find the trip unpleasant and the meal unsatisfactory, with each admitting they didn't want to go in the first place but thought others did.
Several factors can indicate the Abilene Paradox, such as leaders who appear not to fear the unknown and a lack of conflict or debate within the group. It is rooted in the inability to manage agreement. Unlike groupthink, where individuals deceive themselves into believing the group's views, the Abilene Paradox involves an inability to perceive the true preferences of others. To avoid the Abilene Paradox, experts suggest encouraging dissent, asking open questions, delaying expressing your own view, inviting outside perspectives, and building psychological safety within the group. The inability to manage agreement can have serious consequences in the workplace and can threaten workplace safety.