From the Bookshelf Ways to express dissent constructively by Susanna Tai The best leaders are not afraid of alternative opinions In many companies, junior or middle managers are reluctant to express dissent. As a result, leaders get used to hearing "yes" or generally acquiescent comments, even when things are heading in the wrong direction and employees really want to say "no". Alternative opinions are not expressed and important decisions are taken without any open debate to weigh up the options. Though the staff in such organisations would be loath to admit it, the consequences of not speaking up can be serious for any business. Michael Roberto has studied why failures and avoidable catastrophes happen both within companies and in the wider world. Using as examples such incidents as the Columbia space shuttle disaster and the tragic loss of life on Everest in 1996, he suggests that things go wrong because the potential problems have been ignored or given insufficient attention. Roberto's research focuses on strategic decision-making processes and senior management teams. In Why Great Leaders Don't Take Yes for an Answer — Managing for Conflict and Consensus, he provides practical advice about initiating constructive conflict and, thereby, generating better solutions. He contends that many leaders fall into the trap of searching for the "right" solution, instead of following the right process. Their focus is therefore on making a decision, rather than on analysing facts and data and viewing the situation from different angles. The book examines the structural, psychological and socio-emotional aspects which come into play, but also gives tools and ideas to improve the decision-making process. Roberto believes dissent is vital for organisational development, but notes that three types of corporate culture commonly stifle it. In one, individuals with the most power or the loudest voice impose their views. They do not encourage divergent thinking but, instead, close off proposals, while blocking constructive dialogue and new avenues of enquiry. In another, people will not state their real opinion during meetings. If they object to a proposal, they either say nothing or say they agree with the consensus, while actually disagreeing, perhaps strongly. Many organisations see symptoms of this kind of behaviour. In the third type of culture, companies painstakingly gather information and perform detailed analyses to avoid ambiguities or the possibility of dissent. However, this approach if often more time-consuming and overlooks the fact that dissent actually prompts innovative thinking. Therefore, leaders should develop "a capability to deal with conflict in a constructive manner" (p.131) by introducing vigorous, open debate as part of the decision-making process. In doing so, leaders must ensure discussions remain constructive and task-orientated, avoiding the risk of stirring up personal animosity. This requires clear ground rules for each meeting and insisting on mutual respect. By fostering a culture of "constructive conflict" which is based on fairness, organisations will have no concerns about tackling difficult issues. When a decision is made, it may not satisfy everyone, but at least each person will have had a chance to state their case and, in doing so, may have shed new light on some important issues. Having the opportunity to express their views, subordinates will also feel far more involved and realise they can make a genuine impact. Roberto therefore focuses on the need to build an atmosphere that encourages constructive dissent, critical consensus, and procedural fairness. Although many of the examples used refer to CEOs, people with leadership responsibilities of any kind can benefit from his advice and insights to unite the workforce and, ultimately, make better decisions. Content highlights: Thorough analysis of the perils of a lack of dissent and the problems emerging from indecision Extensive guidance on how to generate the right atmosphere for constructive dissent and critical consensus Fairness is a crucial element in decision-making Good preparation allows leaders to cultivate "diversity in counsel, unity in command" About the authors Michael A Roberto is a faculty member in the general management unit at the Harvard Business School. He has taught in the leadership development programmes of numerous organisations, including Morgan Stanley, Mars, Home Depot, Novartis and the World Bank. He has also acted as a consultant for Johnson & Johnson, Lockheed Martin and other companies. His work has been published in the Harvard Business Review, California Management Review and The Leadership Quarterly. Taken from Career Times 4 August 2006 Your comments are welcome at [email protected]