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.
Group decision-making inclinations. There is much debate as to whether this difference results in decisions that are better or worse. According to the idea of synergy, decisions made collectively tend to be more effective than decisions made by a single individual. However, there are also examples where the decisions made by a group are flawed, such as the Bay of Pigs invasion, the incident on which the groupthink model of group decision-making is based. Factors that impact other social group behaviours also affect group decisions. For example, groups high in cohesion, in combination with other antecedent conditions (e.g. ideological homogeneity and insulation