Editorial: The LNC and the Abilene Paradox

By Mark Tuniewicz

Many have criticized the Libertarian National Committee for reflecting “groupthink” in its decision-making.  As a member of that body for years, and after 18 months of close observation and participation in the team elected at the “Reno Reset” convention, I can dispel that notion. 

When you take into account everything….in person and online meetings, emails, leaked private communications and confidential memos, staff turnover, major projects, negative outcomes, executive sessions….everything of which I’ve been a part, there is a clear alternative explanation.  In terms of problem definition, organizationally we have difficulty “managing agreement,” with board members who fear speaking out against leadership.  Many have resigned instead, citing other reasons.  Perhaps half of the original elected body (excluding alternates) are gone, leaving us with just a fraction of the original group elected in Reno.  And when you talk to many who have left, as I have, they share anecdotes that illustrate a common organizational behavior problem.

As a student of board and policy governance, and having sat on scores of them, based on my experiences it’s clear the LNC suffers from The Abilene Paradox, which was  introduced in Harvey’s seminal article for the American Management Association.  I encountered it in college in the 1980’s, and again during professional, paid Carver Policy Governance board training sessions in the 1990’s.  

From Wikipedia:  “The Abilene paradox is a collective fallacy, in which a group of people collectively decide on a course of action that is counter to the preferences of most or all individuals in the group, while each individual believes it to be aligned with the preferences of most of the others. It involves a breakdown of group communication in which each member mistakenly believes that their own preferences are counter to the group’s, and therefore does not raise objections, or even states support for an outcome they do not want.”

A common phrase relating to the Abilene Paradox is a desire to not “rock the boat”.”  https://en.wikipedia.org/wiki/Abilene_paradox 

What we need are more boat rockers, and more people willing to challenge assumptions of Party leadership.

How does the LNC get back on the right path?  Several fundamental changes are needed in how we do business as a board.  None of these actions are currently encouraged, some are actively discouraged!  They are nicely summarized at this link https://www.talentlyft.com/en/resources/what-is-abilene-paradox  

It includes things such as:

• Encouraging open communication, dissent, and diversity of thought
• Clarifying individual preferences  & challenging assumptions
• Creating a decision-making process that includes the full board, and  
• Promoting group reflection and fostering a culture of learning

For those who are more visual learners, Mr. Harvey’s classic video from the 80’s is here:  https://www.youtube.com/watch?v=H7m6byv89mc  It’s quaint, down home, and has scratchy period video.  He illustrates the Paradox using personal anecdotes, business examples, and relationships. 

The Abilene Paradox is just one problem facing the LNC, but it’s an important one organizationally to address in the few short months before our 2024 convention.

(Mark Tuniewicz is a retired finance and operations executive, and currently represents the 9 states of Region 6 on the Libertarian National Committee.  He became a life member in 1994.  A prior LP National Treasurer who also represented NY & the New England states on the LNC, Tuniewicz has served on 5 state LP boards and held 5 differently public offices. )