Drumming Up Dissent, And Making It Useful
Dive in by watching the video, followed by key explanations and practice below.
Study after study shows that dissent makes groups smarter.
Juries make better decisions when jurors don’t initially agree.
Corporate boards make fewer dumb decisions when members are willing to argue.
Cognitive friction runs on the idea that people get smarter when they don’t see things the same way.
Dissent only really helps under a certain set of conditions:
You have to actually be open to hearing it.
You can’t make dissent a token, a devil’s advocate that you’re not going to take seriously.
You can’t Strawman the dissenting viewpoints by making them already sound bad in the way you present them.
Dissent has to be depersonalized on all fronts. It’s not about you if someone disagrees; it’s all about ideas.
Dissent is easiest to handle productively when it’s invited.
Dissenting ideas can’t be accepted wholesale or be shut down by trump cards. Points need to be able to stand on their own. (E.g. “I disagree, and I have 30 years of experience, so I’m right.” doesn’t cut it.)