Max Levchin on how to disagree https://t.co/mrF9CBffxL
In thoughtful disagreement, your goal is not to convince the other party that you are right—it is to find out which view is true and decide what to do about it. In thoughtful disagreement, both parties are motivated by the genuine fear of missing important perspectives. Exchanges in which you really see what the other person is seeing and they real... See more
Ray Dalio • Principles: Life and Work
Decisions are made by individuals, not teams. Businesses need to be able to move quickly, make bold decisions (hypotheses), and test them. Not everyone will be "on board" with every decision. That's OK. Trying to convince every dissenter that the decision is right gives too much power to those positions to stop progress. It will invite mo
... See moreL. David Marquet • Leadership Is Language
Companies waste an enormous amount of time and energy trying to convince everyone to agree before moving forward on something. What they’ll often get is reluctant acceptance that masks secret resentment. Instead, they should allow everyone to be heard and then turn the decision over to one person to make the final call. It’s their job to listen, co
... See moreJason Fried • It Doesn't Have to Be Crazy at Work
How the leader frames this discussion matters: a 2016 study shows that when it is called a debate rather than a disagreement, participants are more likely to share information.
Jonathan Rosenberg • Trillion Dollar Coach: The Leadership Handbook of Silicon Valley’s Bill Campbell
it’s critical to a healthy culture that whatever your decision-making process, you insist on a strict rule of disagree and commit. If you are a manager, at any level, you have a fundamental responsibility to support every decision that gets made. You can disagree in the meeting, but afterward you must not only support the final decision, you must b
... See moreBen Horowitz • What You Do Is Who You Are: How to Create Your Business Culture
Peter Drucker offered a first rule of decision making: do not make a decision unless you have disagreement. In The Effective Executive, Drucker wrote the story of General Motors chief executive Alfred P. Sloan in the midst of an important decision. “I take it we are all in complete agreement on the decision here,” Sloan reportedly said to his team.
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