The Abilene Paradox

Some stories just stick with you. This is one of them, told by professor Jerry B. Harvey. Link to the original article here.

The July afternoon in Coleman, Texas (population 5,607) was particularly hot—104 degrees as measured by the Walgreen’s Rexall Ex-Lax temperature gauge. In addition, the wind was blowing fine-gained West Texas topsoil through the house. But the afternoon was still tolerable—even potentially enjoyable. There was a fan going on the back porch; there was cold lemonade; and finally, there was entertainment. Dominoes. Perfect for the conditions. The game required little more physical exertion than an occasional mumbled comment, “Shuffle ‘em,” and an unhurried movement of the arm to place the spots in the appropriate perspective on the table. All in all, it had the makings of an agreeable Sunday afternoon in Coleman—this is, it was until my father-in-law suddenly said, “Let’s get in the car and go to Abilene and have dinner at the cafeteria.”

I thought, “What, go to Abilene? Fifty-three miles? In this dust storm and heat? And in an unairconditioned 1958 Buick?”

But my wife chimed in with, “Sounds like a great idea. I’d like to go. How about you, Jerry?” Since my own preferences were obviously out of step with the rest I replied, “Sounds good to me,” and added, “I just hope your mother wants to go.”

“Of course I want to go,” said my mother-inlaw. “I haven’t been to Abilene in a long time.”

So into the car and off to Abilene we went. My predictions were fulfilled. The heat was brutal. We were coated with a fine layer of dust that was cemented with perspiration by the time we arrived. The food at the cafeteria provided first-rate testimonial material for antacid commercials.

Some four hours and 106 miles later we returned to Coleman, hot and exhausted. We sat in front of the fan for a long time in silence. Then, both to be sociable and to break the silence, I said, “It was a great trip, wasn’t it?”

No one spoke. Finally my mother-in-law said, with some irritation, “Well, to tell the truth, I really didn’t enjoy it much and would rather have stayed here. I just went along because the three of you were so enthusiastic about going. I wouldn’t have gone if you all hadn’t pressured me into it.”

I couldn’t believe it. “What do you mean ‘you all’?” I said. “Don’t put me in the ‘you all’ group. I was delighted to be doing what we were doing. I didn’t want to go. I only went to satisfy the rest of you. You’re the culprits.”

My wife looked shocked. “Don’t call me a culprit. You and Daddy and Mama were the ones who wanted to go. I just went along to
be sociable and to keep you happy. I would have had to be crazy to want to go out in heat like that.”

Her father entered the conversation abruptly. “Hell!” he said.

He proceeded to expand on what was already absolutely clear. “Listen, I never wanted to go to Abilene. I just thought you might be bored. You visit so seldom I wanted to be sure you enjoyed it. I would have preferred to play another game of dominoes and eat the leftovers in the icebox.”

After the outburst of recrimination we all sat back in silence. Here we were, four reasonably sensible people who, of our own volition, had just taken a 106-mile trip across a godforsaken desert in a furnace-like temperature through a cloud-like dust storm to eat unpalatable food at a hole-in-the-wall cafeteria in Abilene, when none of us had really wanted to go. In fact, to be more accurate, we’d done just the opposite of what we wanted to do. The whole situation simply didn’t make sense.

At least it didn’t make sense at the time. But since that day in Coleman, I have observed, consulted with, and been a part of more than one organization that has been caught in the same situation. As a result, they have either taken a side-trip, or, occasionally, a terminal journey to Abilene, when Dallas or Houston or Tokyo was where they really wanted to go. And for most of those organizations, the negative consequences of such trips, measured in terms of both human misery and economic loss, have been much greater than for our little Abilene group.

This article is concerned with that paradox—the Abilene Paradox. Stated simply, it is as follows: Organizations frequently take actions in contradiction to what they really want to do and therefore defeat the very purposes they are trying to achieve. It also deals with a major corollary of the paradox, which is that the inability to manage agreement is a major source of organization dysfunction. Last, the article is designed to help members of organizations cope more effectively with the paradox’s
pernicious influence.

In a college class discussion, one of my classmates shared that she had experienced the Abilene Paradox firsthand with her husband and Starbursts candy. He would eat the yellows and oranges so that she could eat the reds and pinks, his favorites. She would eat the reds and pinks so that he could eat the yellows and oranges, her favorites. They eventually figured it out and had a good laugh.