Podcast appearances and mentions of Jerry B Harvey

260: The Blueprint for Building Exceptional Nonprofit Teams (Will Sparks)SUMMARYHow can you harness the power of organizational culture to drive optimal performance in your nonprofit? In episode 260 of Your Path to Nonprofit Leadership, Dr. Will Sparks, an expert in leadership and organizational culture, delves deep into the dynamics of culture, leadership, and team performance. Drawing from his extensive research and experience, Will unpacks the nuances of leadership influence and the role of executive tenure in shaping organizational culture. He explores the challenges and opportunities for new leaders in transforming established cultures, emphasizing the importance of self-awareness, resilience, and candid communication. From navigating board dynamics to founding the Center for Human and Organizational Potential (CHOP), Will offers actionable strategies and valuable insights for nonprofit leaders seeking to cultivate a culture of excellence. ABOUT WILLWill Sparks is the Dennis Thompson Chair & Professor of Leadership at the McColl School of Business at Queens University of Charlotte, where he also serves as the Director of the Office of Leadership Initiatives. In 2008, he founded the McColl School's M.S. in Organization Development (MSOD) Program and served as Director until 2013. Will serves as the Managing Director for William L. Sparks & Associates, LLC, and as a Partner with Peter Browning Partners, LLC, a consulting firm providing board governance and executive coaching. His TedX Talk “The Power of Self Awareness” released in 2018. He is the author of “Actualized Leadership: Meeting Your Shadow & Maximizing Your Potential” and co-authored (with Peter Browning) “The Director's Manual: A Framework for Board Governance” (2016, Wiley). He completed his Ph.D. in Organizational Behavior and Development under the direction of Dr. Jerry B. Harvey from The George Washington University's School of Business and Public Management, where his research focused on group dynamics, organizational culture, and leadership.EPISODE TOPICS & RESOURCESActualized Teamwork: Unlocking the Culture Code for Optimal Performance by William L. SparksHear more from Will on Your Path to Nonprofit Leadership in episode 14.Have you read Patton's book Your Path to Nonprofit Leadership: Seven Keys to Advancing Your Career in the Philanthropic Sector Check out our new website, PMAnonprofit.com!

Have you ever come across the Abilene Paradox? It's when everyone agrees to do something that no one really wants to do.    Jerry B. Harvey coined "The Abilene Paradox" based on a family incident. They ended up driving 50 miles each way across the scorching Texas desert to Abilene for dinner, even though none of them wanted to go. They all thought everyone else wanted to go, so they reluctantly agreed. Politeness led them to a hot, dusty adventure that none of them enjoyed.   This reminded me of a recent experience. I had plans with friends, but as the weekend neared, I wasn't up for it. I decided to bow out and texted the group. Surprisingly, many others in the group thanked me for speaking up because they didn't want to go either. It made me wonder who initiated the plan in the first place.   In work settings, I recall something similar. I remember being in meetings where the boss suggested something not so great. Nobody spoke up because, well, the boss is the boss. Challenging the boss could make someone look foolish, so everyone went along. This conformity can lead organizations down a problematic path.   So, what can you do to avoid the Road to Abilene?    This episode explores how to avoid such situations in your organization. The good news is there are effective ways to manage it, with strong leadership and a robust communication process being crucial.  In this episode, you will also learn:   The various reasons we find ourselves in such situations that often involve avoiding conflict, fearing consequences, or having poor communication systems within the team. How to encourage open communication and foster an environment where team members feel safe expressing their opinions without fear of backlash.  What the benefits are of constructive dissent, where leadership encourages team members to voice differing opinions and ideas, leading to better decisions and avoiding the pitfalls of silent conformity. Which essential leadership skills matter most here, and why there is value in listening to diverse perspectives The specific strategies organizations can use to avoid falling into the Abilene Paradox trap, ensuring that decisions and plans are based on genuine agreement and understanding.  

Have you ever come across the Abilene Paradox? It's when everyone agrees to do something that no one really wants to do.    Jerry B. Harvey coined "The Abilene Paradox" based on a family incident. They ended up driving 50 miles each way across the scorching Texas desert to Abilene for dinner, even though none of them wanted to go. They all thought everyone else wanted to go, so they reluctantly agreed. Politeness led them to a hot, dusty adventure that none of them enjoyed.   This reminded me of a recent experience. I had plans with friends, but as the weekend neared, I wasn't up for it. I decided to bow out and texted the group. Surprisingly, many others in the group thanked me for speaking up because they didn't want to go either. It made me wonder who initiated the plan in the first place.   In work settings, I recall something similar. I remember being in meetings where the boss suggested something not so great. Nobody spoke up because, well, the boss is the boss. Challenging the boss could make someone look foolish, so everyone went along. This conformity can lead organizations down a problematic path.   So, what can you do to avoid the Road to Abilene?    This episode explores how to avoid such situations in your organization. The good news is there are effective ways to manage it, with strong leadership and a robust communication process being crucial.  In this episode, you will also learn:   The various reasons we find ourselves in such situations that often involve avoiding conflict, fearing consequences, or having poor communication systems within the team. How to encourage open communication and foster an environment where team members feel safe expressing their opinions without fear of backlash.  What the benefits are of constructive dissent, where leadership encourages team members to voice differing opinions and ideas, leading to better decisions and avoiding the pitfalls of silent conformity. Which essential leadership skills matter most here, and why there is value in listening to diverse perspectives The specific strategies organizations can use to avoid falling into the Abilene Paradox trap, ensuring that decisions and plans are based on genuine agreement and understanding.  

Can two walk together unless they are agreed? Amos 3:3  To have an agreement in carrying out any particular decision at all points to an underlying understanding that the parties involved in making that decision(s) have displayed based on the available information. The management of agreement is crucial in the survival and existence of any organization, be it formal or informal. It defines the sustainability and longevity of that union.In this episode of the Word café, I will be looking at a subject that opens up a lot on the subject of management of agreement. It is called the Abilene Paradox.The Abilene Paradox is a phenomenon where a group of people collectively agree to pursue a course of action, even though it contradicts the preferences or desires of the individuals in the group. The term was coined by management expert Jerry B. Harvey in 1974, based on a personal experience he had with his family on a trip to Abilene, Texas.In the Abilene Paradox, group members often go along with a proposed plan of action or decision, even if they disagree with it because they assume that everyone else in the group wants to do it. They may also fear speaking out or disagreeing with the group because they don't want to cause conflict or offend others.The paradox is often associated with group decision-making, where members may be more concerned with maintaining social harmony and avoiding conflict than with making the best possible decision. The Abilene Paradox can lead to poor decision-making and outcomes and frustration and resentment among group members.To avoid the Abilene Paradox, it is essential for group members to communicate openly and honestly about their preferences and concerns and to encourage dissenting opinions and feedback. Leaders should also be aware of the phenomenon and actively work to foster a culture of open communication and constructive conflict resolution within their teams.Happy ListeningSupport the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

Ever been right in your head, but wrong out loud because everyone else seemed to think it wasn't a good idea?  In 1977, Jerry B. Harvey, professor of management science at George Washington University, outlines the Abilene Paradox which describes how the inability to properly manage agreement can be an indication of dysfunction within an organization.  On this episode of the MEMIC Safety Experts Podcast, Randy Klatt, Director of Region 1 Loss Control for MEMIC and I talk about how managing agreement and how a leader comes to their decisions might just be the next step in moving your safety culture forward.

VNT #270 - Melhores Momentos - #170 - O Paradoxo de Abilene   Reveja os melhores momentos sobre o  Paradoxo de Abilene , que é um paradoxo enunciado por Jerry B. Harvey, especialista em gestão e professor na Universidade George Washington, especialista em dinâmica de grupos e gestão organizacional. Este paradoxo só existe em ambientes em que a comunicação é falha. Será que você tem este problema na sua família? No seu relacionamento? No seu trabalho? Ouça este incrível episódio e identifique e descubra se o paradoxo de Abilene esta presente em algum momento na sua vida. Procure compartilhar com seus amigos e principalmente se você acredita que este conteúdo pode ajudar alguém em específico.

O Paradoxo de Abilene é um paradoxo enunciado por Jerry B. Harvey, especialista em gestão e professor na Universidade George Washington, especialista em dinâmica de grupos e gestão organizacional. Este paradoxo só existe em ambientes em que a comunicação é falha. Será que você tem este problema na sua família? No seu relacionamento? No seu trabalho? Ouça este incrível episódio e identifique e descubra se o paradoxo de Abilene esta presente em algum momento na sua vida. Procure compartilhar com seus amigos e principalmente se você acredita que este conteúdo pode ajudar alguém em específico.

On this episode, Ricardo talks about a concept that is related to the management of conflicts, the Abilene paradox. Created by Jerry B. Harvey, the paradox is present in certain group decisions and can pose a risk to the project.

Neste episódio, Ricardo fala sobre um conceito que tem relação com o gerenciamento de conflitos, o Paradoxo de Abilene. Criado por Jerry B. Harvey, o paradoxo está presente em certas decisões tomadas em grupo e pode gerar um risco para o projeto.