Using Conflict, Dissent to create robust & resilient solutions

1100c19690e8eb006da7a35a6b17be97?s=47 Julia Wester
December 02, 2019

Using Conflict, 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. This talk will cover why this is important and a handful of strategies for diving in and coming out the other side stronger.

1100c19690e8eb006da7a35a6b17be97?s=128

Julia Wester

December 02, 2019
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  1. Using conflict and dissent to create robust, resilient solutions Julia

    Wester Co-Founder, 55 Degrees AB @everydaykanban
  2. None
  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
  4. Hiring for cultural fit seems to be going well!

  5. Mode of thinking that happens when the desire for harmony

    overrides a realis6c appraisal of the alterna6ves. Irving Janis, Psychologist GROUP THINK
  6. Image credit: Jeff Patton

  7. How do we really form abstract beliefs?

  8. We could benefit from some healthy dissent!

  9. Dissent having/expressing opinions at variance with those commonly or officially

    held.
  10. “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”
  11. Agreement Disagreement + -

  12. Agreement Disagreement - Decisions get made - Everyone knows the

    final decision - Cohesion towards a goal - Excitement to move forward - You feel supported in your path + -
  13. Agreement Disagreement - 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 + -
  14. Agreement Disagreement - 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 + -
  15. 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 + -
  16. 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 + -
  17. Minority dissent, even dissent that is wrong, stimulates divergent thought.

    Nemeth, Staw (1989) Advances in Experimental Social Psychology
  18. Promoter of the Faith The Devil’s Advocate

  19. “My experience teaches that there is nothing better than an

    impressive dissent to lead the author of the majority opinion to refine and clarify her initial circulation.” Hon. Ruth Bader Ginsburg The Role of Dissenting Opinions
  20. Cloverpop: Hacking Diversity with Inclusive Decision-Making

  21. Teams that identify 7 or more choices make better decisions

    92 percent of the time. Cloverpop: Hacking Diversity with Inclusive Decision-Making
  22. Getty Images/Jason Kempin/Staff Editorial

  23. For dissent to exist, we need diversity of thought

  24. Dissent isn’t always the safest choice

  25. Constructive Destructive VS

  26. Conflict Management

  27. The Inclusion Framework Shore, Lynn M. et al. “Inclusion and

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

    Diversity in Work Groups: A Review and Model for Future Research.” (2011).
  29. Techniques for inviting dissent

  30. Six Thinking Hats The Black Hat Play’s the Devil’s Advocate

    role: • What are the weaknesses? • What is wrong with this idea?
  31. 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
  32. 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
  33. Ritual Dissent Image courtesy: @FriendlyTester on Twitter 1. Prepare your

    idea
  34. Ritual Dissent Image courtesy: @FriendlyTester on Twitter 1. Prepare your

    idea 2. Present it to the group, who remains silent
  35. 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
  36. 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.
  37. 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
  38. Can we make 
 it safer? What is the impact?

    How can you game it? How safe are our metrics? A team exercise
  39. Can we make 
 it safer? What is the impact?

    How can you game it? How safe are our metrics? A team exercise Authen0c Dissent
  40. 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
  41. Making Space with TRIZ A Liberating Structure Steps and Schedule

  42. Making Space with TRIZ A Liberating Structure Steps and Schedule

    Authen0c, Less Direct, Future
  43. Pre-mortems Predict the multiple ways you can fail and then

    do something about it!
  44. Pre-mortems Predict the multiple ways you can fail and then

    do something about it! Authen0c, Future
  45. ⚠ A few words of caution

  46. 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.
  47. “…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
  48. Tips for getting started with diverse thinking & dissent

  49. 1. Hire for diversity of thought (along with all of

    the other things you need) Tips for getting started with diverse thinking & dissent
  50. 1. Hire for diversity of thought (along with all of

    the other things you need) 2. Focus on inclusion Tips for getting started with diverse thinking & dissent
  51. 1. Hire for diversity of thought (along with all of

    the other things you need) 2. Focus on inclusion 3. Teach everyone, especially managers, conflict management skills and acHve listening. Tips for getting started with diverse thinking & dissent
  52. 1. Hire for diversity of thought (along with all of

    the other things you need) 2. Focus on inclusion 3. Teach everyone, especially managers, conflict management skills and acHve listening. 4. Make sure everyone knows why construcHve dissent is important and that it is everyone’s responsibility! Tips for getting started with diverse thinking & dissent
  53. 1. Hire for diversity of thought (along with all of

    the other things you need) 2. Focus on inclusion 3. Teach everyone, especially managers, conflict management skills and acHve listening. 4. Make sure everyone knows why construcHve dissent is important and that it is everyone’s responsibility! 5. Be an example of what you want to see in others Tips for getting started with diverse thinking & dissent
  54. 1. Hire for diversity of thought (along with all of

    the other things you need) 2. Focus on inclusion 3. Teach everyone, especially managers, conflict management skills and acHve listening. 4. Make sure everyone knows why construcHve dissent is important and that it is everyone’s responsibility! 5. Be an example of what you want to see in others 6. Reward the desired behaviours when they emerge Tips for getting started with diverse thinking & dissent
  55. “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.
  56. julia@55degrees.se @everydaykanban & @55DegreesAB https://55degrees.se http://everydaykanban.com https://www.linkedin.com/in/juliawester/ C O N

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