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IMDR’s Journal of Management Development & Research 2023-24

 Rewarding Contrarians, Including Gen Z: Acknowledging and rewarding individuals, including Gen
Z, who challenge the prevailing group opinion with well-founded arguments can incentivize open and

critical thinking. It sends a clear message that dissenting voices are not only tolerated but also
appreciated. Recognizing Gen Z's contributions in this regard can empower them to express their views

more confidently.

Conclusion:

The ambitious vision of Viksit Bharat 2047 demands an agile and empowered workforce that can drive

innovation and collaborate seamlessly across borders. As the stewards of this future, Gen Z must be equipped
to navigate complex group dynamics and decision-making. Understanding and mitigating the Abilene Paradox

will be instrumental in realizing the goals of Viksit Bharat.

By promoting authentic dialogue, embracing diverse perspectives, and building transparency, we can create
collaborative environments where Gen Z thrives. Their fluidity with technology can strengthen connections

and accessibility. Rewarding constructive dissent and critical thinking fosters the agility that will propel India
onto the global stage.

The journey towards 2047 starts today, one voice at a time. Empowering Gen Z with the tools to challenge
assumptions and advocate for their truth paves the way for collective decisions that drive meaningful progress.

By leveraging their inherent values, we can build teams and organizations centred on transparency and trust.

This is the foundation upon which we can achieve the ambitions of Viksit Bharat 2047 - an innovative and
inclusive nation powered by the brilliance of generations like Gen Z. The future beckons us to rise beyond the

Abilene Paradox. Heed its call, let diverse voices flourish, and watch ideas transform into impact. The time
for true collaboration is now.

References:

 Harvey, M., Buckley, M. R., Novicevic, M. M., & Halbesleben, J. R. (2004). The Abilene Paradox

after Thirty Years. 33, 215-226.

 Kim, Y. A Comparative Study of the "Abilene Paradox" And "Groupthink". 25(2), 168-189.
 Harvey, J. B. The Abilene Paradox: The Management of Agreement. 17-43.

 Flores, L., Mannahan, R., & Sohn, J. (2023). The Abilene Paradox: The Curse of Caring Too Much. 1-
128.

 Dhawan, S. (2022). Group Dynamics & Team Effectiveness in Organizations. Asiatic Society of

Mumbai, (September 2022), 110-125.
 Gencer, H. (2019). Group Dynamics and Behaviour. Universal Journal of Educational Research,

(2019), 223-229. Https://Doi.Org/10.13189/Ujer.2019.070128

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