Drucker said, “If you have quick consensus on an important matter, don’t make the decision.”
Important decisions deserve rigorous debate. Constructive dissent makes them better.
The purpose of dissent isn’t disagreement. It’s wisdom.
4 Ways to Improve Decisions
Time is a way of seeing.
The calendar and the clock impact decisions. Decisions shape direction.
Leaders make decisions with an emphasis on either the past, present, or future.
Discover your time-lens and learn how it impacts decisions.
Sense-making is map-making.
You don’t respond to events. You respond to what events mean.
Sense-making runs on questions.
You usually don’t notice your sense-making questions.
You feel the conclusions.
Learn the “Three Actions of Sense-Making for Leaders
Impulse moves fast. Regret lingers.
Choose useful or painful in a two-second pause.
Leadership emerges in a two-second pause.
Here’s how…
The illusion of agreement produces disappointing action.
Fitting-in congeals complacency. Conformity doesn’t keep the peace; it puts people to sleep.
Constructive friction is a spark.
Jerk-holes rage against a dissatisfying world. It looks like courage, but it’s bluster.
Habitual discontent is an anchor. Constructive friction is a sail.
Two ways to practice constructive friction.
My rethinking drove one member of my team nuts. I thought it was the pursuit of excellence. Now I know it’s dangerous.
Stinking rethinking is paralysis.
3 Symptoms of Rethinking
5 Ways to Overcome Rethinking
Excellence is always pursuit, not perfection.
