Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren’t echo chambers — and how great research teams, relationships and businesses allow people to deeply disagree.
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns — like conflict avoidance and selective blindness — that lead managers and organizations astray.“A fantastic model of collaboration: thinking partners who aren’t echo chambers.” (Margaret Heffernan)”
This TED was fantastic. In the past I have talked about questioning authority, avoiding group think or confirmation bias, and seeking feedback as crucial elements of a company or organization’s health. Especially if you want a thinking or learning organization.
The other point in this TED that was cool was that the answers to your company’s problems are often times right there in the data and feedback from employees/members, but because folks are afraid to bring them up or leaders shun that data because they hate being questioned or challenged (ego), that the data is ignored or is thrown away. A company must find ways of finding this data, and use it effectively for their Kaizen programs.
They must also listen to those who have the courage to disagree or say something, and they must reward these folks–because they cared enough about your company or contract to bring that forward. It is feedback gold, and those leaders who care more about ego, and less about encouraging that process and acting on it, are toxic to a company and that contract. Check it out. –Matt
