The Abilene Paradox and Other Meditations on Management
Faulty 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.
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The Management of Agreement
Organizations as Phrog Farms 3 7
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Abilene Paradox Abraham action anxiety Adolph Eichmann altruism anaclitic depression Arendt behavior believe boss bullphrogs bureaucratic Captain Asoh Carl Jung colleague collusion conflict conformity pressures confronted consequences contended cope courage Danes define cheating definition of cheating depression and marasmus described dynamics Edmund Wilson employees ethical evil existential risk express altruism fact faculty fear of separation fired forgiveness frequently group tyranny Gunsmoke Hannah Arendt human Ibid individuals inner emigration Isaac Japan Air Lines Jewish councils Jews loneliness Marshal Dillon ment moral Nazis negative fantasies nization orga organization members organizational participate person phrog farms phrogfessor president problems question R.D. Laing reality replied reported responsibility role senator sense Sissela Bok story subordinates survival swamp tell thought pattern tion trip to Abilene University Vaillant victims Washington Washington Star Watergate Wilfred Bion York