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.
Dissatisfaction drives decisions.
Agreeable leadership teams make lousy decisions.
If everyone is thinking alike, no one is thinking.
“The first rule in decision-making is that one does not make a decision unless there is disagreement.” Peter Drucker
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Don’t collaborate on everything. Everyone shouldn’t make every decision. Everyone doesn’t have to agree on every decision.
Collaboration backfires when it dilutes responsibility.
Lack of accountability means collaboration stagnation.
Many leaders weaken decision-making by prioritizing agreement over commitments.
Over-concern about agreement sabotages decision-making. In some situations, people don’t commit until they agree 100%. When that’s true, change your process and expect everyone to commit once decisions are made.
Those who aren’t committed find fault. Those who are committed find a way.
Consensus decision-making is an obstacle to success when groups are large, and issues are complicated.
Requiring 100% agreement unnecessarily complicates decisions.
Forget consensus; aim for commitment when making decisions.
