The Art of Disagreement

Most of us would likely say that we do not care to be around disagreeable people. This choice of behavior is typically discouraged in organizations as being disruptive and unsettling. It can generate negative emotional reactions and a sense that the disagreeable person is being uncooperative and is not "on board". However the act of disagreeing is essential to identify problems, provide contrary perspectives, consider alternatives and make changes. What we need to recognize is that there is a skill and "art" in offering a disagreement that plays an important part in the success in taking this position. It is not what is said, but how it is said.

Michael A. Roberto speaks to the importance of disagreement in his book entitled Why Great Leaders Don't Take Yes for an Answer (Wharton School Publishing, 2005). Roberto describes organizational cultures in which the prevailing norm is to have yes-people who outwardly agree with leadership and do not question decisions in open meetings. Differing opinions and beliefs are instead taken underground resulting in a hidden erosion of support and lost opportunities for considering viable alternatives. In some cases this type of culture has resulted in serious negative outcomes that could have been avoided if those in disagreement had felt like they could speak up and be heard without consequence.

Cultivating an environment that supports constructive disagreement requires encouragement of frank discussions, challenging questions and debate. This milieu results in decisions that are well thought out and earn the confidence and support of those who need to implement them.

What are some of the traits and techniques that contribute to the art of disagreement?

Demonstrate an attitude of inclusion
Use data and decision making procedures
Beware of emotional responses
Seek first to understand, then to be understood
Agree to disagree

Demonstrate an Attitude of Inclusion

Disagreement will begin to be valued when leaders demonstrate an attitude of inclusion. Openness to and active solicitation of differing ideas, perspectives, feelings, and beliefs generates greater breadth of thinking than a closed and conservative approach to decision making which tends to shut out diversity. The attitude of inclusion stimulates expression of disagreements and a collaborative discovery of solutions. This approach will increase the likelihood that optimal choices will be made.

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