Abilene paradox management expert Jerry B. Harvey in his 1974 article "The Abilene Paradox: The Management of Agreement". The name of the phenomenon comes from an anecdote that Harvey uses in the article to elucidate the paradox: Ronald Sims writes that the Abilene paradox is similar to groupthink, but differs in significant ways, including that in groupthink individuals are not acting contrary to their conscious wishes and generally feel good about the decisions the group has reached. According to Sims, in the Abilene paradox, the individuals acting contrary to their own wishes are more likely to have negative feelings about the outcome.
Effective group decision-making as a series of interrelated sub-decisions leading to the final decision. According to the theory the quality of the final decision is based on 1)analysis of the problem/ situation 2) establishment of goals and objectives 3)evaluation of positive and negative qualities of the available choices. This theory shows that group decision performance is largely depended on the wise group decision-makings from social interactions. The theory contains 14 propositions as a core. Of those, the first half focuses on the influence of input on the process of decision-making. Here Oetzel assumes that individual members of homogeneous groups activate either independent self-construals