Why did my workplace agree to an idea we knew would fail?

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During a meeting, our team had to decide on the best way to handle a complex project. We worked constructively through several parts. After one vital question, there was a long moment of silence followed by laughter. It was obvious we had come upon the most difficult part of the plan. After a long pause, a member of our team proposed a solution – I’ll call it Idea X. Again there was silence. Again there was laughter. We finally decided it was a good idea and moved on.

The project is now under way and Idea X has turned out to be disastrous. The amazing thing is that everyone in that meeting, including the person who proposed it, admits now they knew it was a terrible idea. How could we have let this happen? Why did nobody say anything?

I think you might have encountered the Abilene paradox. It’s an idea that was advanced by a social psychologist and professor of management scientist from the United States called Jerry B. Harvey. The name comes from an........

© The Age