Libraries and the Lessons of Abilene: Managing Agreement for the Sake of Transparency and Organizational Communication

摘要

The Abilene Paradox demonstrates a common organi zational inability to manage agreement.1 When thisoccurs over issues of importance, the consequences of thisengagement can be harmful to organizational performanceand morale. In this article, a handful of examples of thisbehavior in public libraries are provided, along with suggestions on how to avoid the invisible quagmire of mismanaged agreement when the organization marches serenelyand methodically deeper into the realm of unwanted decisions, negative outcomes, and silenced employees, while onthe surface, apparent unanimity of purpose reigns.