Abir's Paradox: "The wall topples and everyone pushes" and "It is wise after the event"?

Harvey, an American, described the "abir Paradox" according to an experience in his own life.

He, his wife and his parents-in-law are sitting on the porch of Coleman's home in Texas. The temperature is 40 degrees Celsius. Culemann is about 53 miles from another city, Abile. On a hot day, the four adults do as little activity as possible, drink lemonade, watch the fan turn lazily, and occasionally play dominoes. After a while, my father-in-law suggested driving to abir and eating in a restaurant there. Harvey thought the idea was crazy, but he didn't think it was necessary to oppose it, so he agreed to the proposal, and so did his wife and mother-in-law.

Four people got on a Buick without air conditioning and drove to abir in a sandstorm. They had a boring lunch in the restaurant and then returned to Culemann, tired and hot. Everyone is generally dissatisfied with this experience. It was not until they got home that they found that no one really wanted to go to Abile. They just agreed, because they thought others were expecting it. Harvey named it "Abile's Paradox", and thought that similar absurd phenomena would appear in enterprises, that is, the actions taken by enterprises often run counter to their real intentions and cannot achieve the ideal results.

In fact, similar incidents are common in enterprises.

A software development company has developed very well in recent years, attracting many outstanding graduates from famous universities. The company has strict recruitment system and procedures to ensure that the business department can recruit qualified talents. According to the plan of the company's Human Resources Committee, only talents in software engineering and marketing will be recruited this year, and management graduates will not be recruited for the time being. On an accidental occasion, the company manager's college classmates recommended him a fresh graduate majoring in management. Although the manager felt that he could not violate the recruitment plan formulated by the company, he hoped that the members of the Human Resources Committee would make a specific decision, so he transferred the information of the referees to the Human Resources Committee.

Five members of the Human Resources Committee met to discuss the application of referees. At first, no one expressed their opinions. After a while, one of the members said, "This applicant has a wide range of knowledge. Although she is not familiar with management practice, she should have great potential. " Others agreed and finally decided to hire her. After the hired college students come to work in the company, they go to the manager's office to thank them. The manager was very surprised. Why did the Human Resources Committee go against the recruitment plan just made and recruit a person with average quality who was not needed by the company? Several members of the Human Resources Committee began to criticize the member who spoke first. The member said, "I don't think you spoke at the meeting, but I have to chair another meeting. Since we are going to have a meeting, we must reach an understanding and make a decision, so I take the lead." If my idea is wrong, won't any of you stand up and disagree? "

It can be seen that out of fear of offending others or following the crowd, many people will follow suit, have no opinions and blur their responsibilities. Their actions often run counter to their real ideas, so they can't effectively implement their responsibilities.

Many times, everyone will more or less realize that there are some problems in their company, but few people will take the initiative to raise them. It was not until the problem was serious enough to be investigated for responsibility that everyone suddenly realized that scrambling to find evidence to accuse the dereliction of duty was likely to "push down the wall and add fuel to the fire."

Many companies often have the following similar scenarios. At the meeting, the boss held something accountable, and basically no one spoke at first. Even if asked by the boss, he will say, "I don't know, it's not my responsibility." "It seems that this is not my job scope." Everyone passed the buck. When the boss tried his best to find out who was responsible and how to deal with it, most employees suddenly became Zhuge Liang. "I knew this kid didn't take responsibility", "I found this department didn't take responsibility" and "I think it's time to do it" ... but what's the use of such "being wise after the event" Under the action of Abile's paradox, the responsibilities that are often fulfilled are blurred unconsciously.

As a member of an enterprise, we should shoulder our own responsibilities, have our own opinions and don't go with the flow. When problems are found, they should be raised in time. Don't be afraid of making mistakes, being laughed at by others and offending others. To safeguard the interests of enterprises and fulfill their responsibilities, we should not be a fool, a good man or an afterthought, because responsibility is an employee's necessary professional ethics, and the rise and fall of the company is the responsibility of every employee.