Adonai commented that, although six weeks had passed, she still did not have an official go-ahead for her project. “The team leader,” she said, “keeps giving me excuses for delaying approval.”
When I asked the team leader about Adonai’s proposal, he responded, “Some members thought it was pretty weak.”
“Were they critical of her presentation?”
“Not really. Several told me later that they thought the proposal was flawed.”
“Why didn’t they tell her in the meeting?”
“Adonai is new. Everyone likes her. I don’t think they wanted to embarrass her.”
Dr. Harvey, in his Abilene Paradox Concept, explains that team members frequently avoid expressing their true thoughts during meetings. Peers are reluctant to shoot-down another’s blue ribbon idea. Some say it shows disrespect. Others believe they are the only ones who were unimpressed. Some just don’t like conflict.
In effective teams, members raucously challenge each other. Questions, what if’s and alternate options spontaneously erupt. Communication transparency clarifies ideas, spots weaknesses and builds commitment to the ultimate decision.