Question

How are Harvey and Janis approaches to defective decision-making similar? How do they differ in relation to the factors described in the article?

compare and contrast the "Abilene Paradox" and "groupthink"

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Answer 1

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How are Harvey and Janis approaches to defective decision-making similar? How do they differ in relation to the factors described in the article?

The Harvey and Janis approaches to decision making are similar because they are both related to defective decision making, (that is failing to consider more favorable alternatives) and to crisis ofagreement in organization. The two approaches differ as outlined below:Group cohesiveness. Janis argues cohesiveness is the single most powerful independent variable in groupthink and often becomes higher or loyal to the group, whiles Abilene says cohesiveness is an independent variable although the cohesiveness is not central and often crumbles after a defective decision is made. Leadership style. Abilene argues there’s nonexistent, incompetent, or ineffective leadership whiles Janis thinks that lack of impartial leadership dominates in a groupthink situation.Stress from external threat, Abilene story and situation seems there are no salient external enemies or threats whiles Janis argues external threats no matter whether subjective or objective tend to induce defective decision-making by increasing group solidarity.Private views versus group illusion. In groupthink individuals are preoccupied by shared group illusion such as invulnerability or unanimity not by their own private views, don’t feel pain and see the future of the decision very positive. Abilene Paradox argues individuals are relatively firmly committed to private views, suffer pain, frustration, irritation, anger or feeling of incompetence when making decisions or its outcomes.

Compare and contrast the "Abilene Paradox" and "groupthink"

The phenomena of the Abilene Paradox and Groupthink are similar in many ways and theconsequences of each are harmful to the international decision making process. However, there are some key differences between the two. The Abilene Paradox is used to describe a situation in which there is a communication breakdown within the group because some members of that group do not want to create conflict within the group. These members mistakenly believe that their own perspectives, preferences, ideas, thoughts, etc. are counter to the groups’ as a whole. Because of this erroneous belief, they fail to raise objections about a decision. Groupthink arises when the group gets so focused on minimizing conflict and on reaching consensus that the members fail to critically evaluate and consider alternatives. This culture can deteriorate into an atmosphere of superiority and exclusiveness and can even result inunethical behavior, which is detrimental to the international decision making process. Without the input of everyone involved colossal mistakes can be made and better, cheaper alternatives will be left out of consideration.The main difference between these two similar phenomena deals with the feelings of the members of the group who do not agree with the decision. With groupthink the members are not acting contrary to their own conscious beliefs. They generally feel good about the decision the group has reached. With the Abilene Paradox the members are acting contrary to their own better judgments. These members are more likely to have negative feelings about the decision.

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