Too often dissent is seen as just negative. Sometimes it is, particularly when the dissent is from a course of action that demands change, but even that can be useful.
The nature of dissent, when removed from becoming personalised, is usually hugely positive, as it opens conversation, points up otherwise glossed over weaknesses in an argument or proposal, and provides ‘safety’ for others to voice their views, dissent or otherwise.
These positive outcomes from dissent to an idea, proposal, or course of action, usually become consumed when the dissent is seen as an attack on the ideas, status or qualifications of the individual who made the proposal. In this case, it becomes even more important that someone speaks up, be the first, and it is a measure of leadership that those ‘in charge’ accept, and even encourage the dissent as a positive contribution to the process of decision making and risk assessment.
Dissent is the only real antidote to confirmation bias.
We see the factors that reinforce the views we already hold, while not seeing those that conflict. We all ‘suffer’ from such biases, it is an evolutionary tool that serves to maximise the cognitive capacity we have, but in business it can be terminal. I am sure there were those inside Kodak who thought the digital camera might be a good idea after Steven Sasson invented it, but they were not heard. Gary Starkweather, the inventor of laser printing inside Xerox, was almost fired, until someone in PARC, on the other side of the country recognised a good idea, unencumbered by the weight of the status quo, and the rest is history. Netflix blundered mightily when they tried to separate their DVD and nascent streaming businesses into two companies. CEO Reed Hastings later recognised his mistake in (unintentionally) allowing his voice to be the only one heard, and later put in explicit processes to enable dissent.
Dissent should be encouraged and made ‘safe’ for the dissenters.
However, when you are the dissenter, there are a few ground rules to follow.
- Ensure the dissent is to the proposal, the facts or foundation assumptions, not the person making the proposal.
- Base the dissent on arguable grounds, quantifiable outcomes, reasonable extrapolations based on robust assumptions, informed opinion, and experience.
- Be very concise and clear
- Use both narrative and facts to make your case, not just one or the other.
All progress depends on doing something differently.
The absence of dissent leaves the status quo as an unquestioned fact, from which no progress can be made.
Encourage, nurture, engage, and value constructive dissenters.
Header cartoon credit: Scott Adams and Dilbert. Again.
