Into all problem-solving, a little dissent must fall
mckinsey.com
Saved by Laura Pike Seeley
Into all problem-solving, a little dissent must fall
Leaders should actively invite and normalize dissent. This can be done by asking questions like, “What am I missing?” or “What’s a reason we shouldn’t do this?” and by thanking people who challenge the status quo, making it clear that disagreement is valued, not punished.
Jade Garratt
What you don’t want to happen is unsustainable stress, or for people to not share failure or tell you when you’re wrong. So you need to actively fight this as the leader by: a) asking for dissent (“does everyone agree this is the right path? Does anyone disagree”? and letting a silence hang until someone speaks) b) reward debate.
Sam Gerstenzang • Operating well – what I learned at Stripe
What you don’t want to happen is unsustainable stress, or for people to not share failure or tell you when you’re wrong. So you need to actively fight this as the leader by: a) asking for dissent (“does everyone agree this is the right path? Does anyone disagree”? and letting a silence hang until someone speaks) b) reward debate. If someone
... See moreSam Gerstenzang • Operating well – what I learned at Stripe
The point is that we do not want a "harmonious conversation." What we want is an accurate picture of reality. Harmonious and wrong means out of business or dead people. Harmonious means thìrty-three dead on El Faro, seven dead on the space shuttle Challenger.
The fear is that dissent equals disharmony and is to be avoided.
But in organizations that