Using conflict and dissent to create robust & resilient solutions

When we think through work we primarily focus on the happy path, this only gives us half the picture. When we take time to explore the dark side of work, we can anticipate many of the dangers lurking in wait. There are many ways to explore this dark side and coming out the other side stronger.

Transcript

1. Julia Wester
   55 Degrees AB
   @everydaykanban
   Using conflict & dissent to
   create robust, resilient solutions
   

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3. “Where all think alike, no one thinks
   very much.”
   Walter Lippmann,
   "The Stakes of Diplomacy”, 1915
   By Pirie MacDonald - Yale University Manuscripts & Archives Digital Images Database [1], Public Domain, https://commons.wikimedia.org/w/index.php?curid=10533340
   

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4. Our beliefs
   aren’t infallible
   

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6. An expression
   of an opinion
   that is different
   than those
   commonly or
   officially held.
   Dissent
   Competitive or
   opposing
   action of
   incompatibles.
   Antagonistic
   state or action.
   Conflict
   

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7. Dissent
   Today’s Focus
   

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8. Your hiring practices
   matter
   

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9. Mode of thinking that
   happens when the desire
   for harmony overrides a
   realis6c appraisal of the
   alterna6ves.
   Irving Janis, Psychologist
   GROUP THINK
   

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10. “Groups often fail to
    outperform individuals
    because they prematurely
    move to consensus, with
    dissenting opinions being
    suppressed or dismissed.”
    Hackman, Morris (1975)
    Advances in Experimental Social Psychology
    Image credit: Jeff Patton
    

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11. X
    

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12. “Contrary to popular wisdom and
    behavior, conflict is not a bad thing for
    a team. In fact, fear of conflict is
    almost always a sign of problems.”
    Patrick Lencioni
    Author of “The Advantage”
    

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13. Agreement Disagreement
    - Winning argument > reaching goal
    
    - Lack of trust
    
    - Anger and resentment
    
    - Team members give up / opt out
    
    - “I told you so” mentality
    
    - Very little learning
    - Solutions not always best
    
    - Not safe to disagree
    
    - Lack of honesty
    
    - Contempt and cynicism
    
    - “I knew that would never work” mentality
    
    - Very little learning
    - Decisions get made
    
    - Everyone knows the final decision
    
    - Cohesion towards a goal
    
    - Excitement to move forward
    
    - You feel supported in your path
    - Safe to share differing viewpoint
    
    - Lots of learning
    
    - More confidence in choices
    
    - Growing skills in handling conflict
    
    - Ideas are better supported, regardless of
    outcome
    +
    -
    Let’s Explore the Polarities
    

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14. “…I was assigned to write
    the court’s opinion. The final
    draft, released to the public,
    was ever so much better
    than my first, second, and
    at least a dozen more
    drafts, thanks to Justice
    Scalia’s attention-grabbing
    dissent.”
    Hon. Ruth Bader Ginsburg
    The Role of Dissenting Opinions
    

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15. Promoter of the Faith
    “The Devil’s Advocate”
    Promoter of the Cause
    “God’s Advocate”
    vs.
    

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16. Minority dissent,
    even dissent that is wrong,
    stimulates divergent thought.
    Nemeth, Staw (1989)
    Advances in Experimental
    Social Psychology
    

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17. Dissent in the absence of cognitive
    diversity provides less value
    

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18. 92%
    Cloverpop: Hacking Diversity with
    Inclusive Decision-Making
    choices 

    (or more) 

    lead to better
    decisions
    7
    of the time
    

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19. Getty Images/Jason Kempin/Staff Editorial
    

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20. Is it safe to have a
    dissenting
    opinion?
    Key Question
    

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21. The Inclusion Framework
    Shore, Lynn M. et al. “Inclusion and Diversity in Work Groups: A Review and Model for Future Research.” (2011).
    

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22. Constructive Destructive
    VS
    
    
    

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23. Conflict
    Management
    

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24. Techniques for inviting dissent
    

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25. Six Thinking Hats
    The Black Hat
    Play’s the Devil’s Advocate role:
    
    • What are the weaknesses?
    
    • What is wrong with this idea?
    Simulated
    Dissent
    

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26. Ritual Dissent
    Image courtesy:
    @FriendlyTester on Twitter
    Ritual Dissent is meant to
    simulate the process of
    delivering new ideas and
    to open up new thinking
    to necessary criticism
    and iterations
    

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27. Ritual Dissent
    Image courtesy:
    @FriendlyTester on Twitter
    1. Prepare your idea
    
    2. Present it to the group,
    who remains silent
    
    3. Turn your back to group
    
    4. Listen, stay silent, and
    take notes as group
    discusses your idea,
    pointing out pros, cons,
    possible risks, and
    remaining questions.
    Authen0c
    Dissent
    

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28. Can we make 

    it safer?
    What is the
    impact?
    How can you
    game it?
    How safe are our
    metrics?
    A team exercise Authen0c
    Dissent
    

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29. Making Space
    with TRIZ
    A Liberating Structure
    What must we stop
    doing to make progress
    on our deepest purpose?
    Image Courtesy of The Liberators: https://medium.com/the-liberators/make-space-for-innovation-with-triz-26a3ec162d41
    

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30. Steps and Schedule
    Authen0c,
    Less Direct,
    Future
    Making Space
    with TRIZ
    A Liberating Structure
    

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31. Pre-mortems
    Predict the multiple ways
    you can fail and then do
    something about it!
    Authen0c,
    Future
    

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32. ⚠
    A few words
    of caution
    

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33. Not all dissent is created equal
    Simulated dissent creates
    more ideas in support of
    the original position.
    Authentic dissent
    creates more original
    ideas on both sides of
    the debate.
    

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34. “…experimental studies suggest that 

    benefits disappear once the team is tasked
    with deciding which ideas to select and
    implement, presumably because diversity
    hinders consensus.”
    https://hbr.org/2017/06/does-diversity-actually-increase-creativity
    Cognitive diversity
    doesn’t fix every problem
    

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35. 1. Hire for diversity of thought (as one aspect).
    2. Focus on crea7ng an inclusive environment.
    3. Teach everyone, especially managers, conflict
    management skills and ac7ve listening.
    4. Make construc7ve dissent an expecta7on of
    everyone, including yourself.
    5. Reward desired behaviours.
    Tips for getting started
    
    

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36. “Silence - not dissent - is the one
    answer that leaders should refuse
    to accept.
    Warren G. Bennis
    Founding Chairman of The Leadership Institute at
    the University of Southern California.
    

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37. julia@55degrees.se
    @everydaykanban & @55DegreesAB
    https://55degrees.se
    http://everydaykanban.com
    https://www.linkedin.com/in/juliawester/
    C O N T I N U E T H E D I S C U S S I O N
    

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