Fostering Healthy Dissent

Groups tend to make better decisions when people can express divergent views. When we don’t conform and choose to dissent, it’s usually not because we don’t care what others think or because we want to be difficult. We usually dissent because we want to be useful to the groups we belong to. It’s because we care a lot about the group.

A little bit of dissent can infuse a vital piece of information, broaden thinking, or make it easier for others to speak up. At other times, dissent causes us to reassess assumptions one more time, confirming with a bit more confidence that we’re on the right track. Here’s what experts on the topic have to say:

“We celebrate dissenters and critics as heroes in the abstract or when we can hold them at a distance. We also like to think of ourselves as the kind of people who would bravely speak out when they notice wrongdoing or think there is a better way of accomplishing things. But research suggests that when confronted with actual dissenters–with moral rebels–people are often discomfited and react by derogating or rejecting them. And when they encounter substantive disagreements with their groups, people often remain silent or distance themselves rather than summoning the courage to try to change things for the better.”

As a manager and leader, how can you foster healthy dissent in your group or team? Read on for a three-step approach.