The Abilene Paradox and Other Meditations on ManagementFaulty decision-making can have dire consequences, and when it comes to group decisions, the challenges are even greater. Join Dr. Jerry B. Harvey as he clearly illustrates why no organization wants to find themselves goin' to Abilene. See how group dynamics can keep individuals from stating their true beliefs for fear of isolation and separation, and how that often leads to mismanaged agreement. You'll learn to recognize the warning signs of risky group dynamics and improve decision-making processes throughout your organization. |
Contents
Introduction | 1 |
The Management of Agreement | 13 |
Organizations as Phrog Farms | 37 |
Copyright | |
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Abilene Paradox Abraham accept According actions altruism anaclitic answer apparently Arendt attachment Basic become behavior believe Books Captain Asoh cause Chapter cheating colleague conformity confronted consequences contended cope define depression described desire Dillon don't dynamics effect Eichmann employees evil example existential experience express face fact faculty fantasies fear feel final fired frequently give human important individuals involved issues Jewish live Loneliness Marshal means meeting moral Nazis negative occurs offer organizational organizations participate perform Perhaps person phrog played possibility president Press pressure probably problems question reality reason received replied reported responsibility result risk role senator sense separation situation story suffer swamp tell theory thought tion turn tyranny ultimately understand University victims Washington York