Intelligent Disobedience: 5 Ways to Invite Disconfirming Feedback
“Serious errors are avoided by the use of Intelligent Disobedience.” Ira Chaleff, author of Intelligent Disobedience: Doing Right When What You’re Told to Do Is Wrong.
Blind obedience is dangerous:
Skilled guide dogs disobey when their owner commands them to step into traffic.
Successful teams learn to differentiate between constructive dissent – intelligent disobedience – and destructive agreement.
When obedience is dangerous:
It’s easy and expected to obey authorities. But sometimes obedience is dangerous. The people in the Twin World Trade Towers were told to return to their desks after the first plane hit on September 11, 2001.
Rick Rescorla defied authorities, grabbed a bullhorn and ordered Morgan Stanley employees out of the South Tower. Nearly 2,700 people made it to safety because of one man’s disobedience.
Make it easy to “disobey”:
Successful leaders make it easy for people to offer alternative suggestions and provide disconfirming feedback.
#1. Present your ideas as works in progress.
Don’t passionately advocate for your ideas and then ask for suggestions or feedback. Present your ideas and ask:
- What am I missing?
- How might we improve this idea?
- Should we do this?
#2. Honor dissent publicly.
- Thanks for saying that.
- That’s interesting. What made you think of that?
- I hadn’t thought of that. Could you tell me more?
- Gently explain yourself if you need to reject dissent.
#3. Appoint a devil’s advocate.
#4. Ask each person on the team to offer a dissenting idea.
#5. Teach people how to give constructive dissent.
- Align with the basic intent of an idea.
- Figure out how to make it happen in a different way. “Another way we could achieve this goal is … .”
- Speak with openness. “I could be wrong, but I’m thinking we could … .”
(This post reflects ideas presented in Intelligent Disobedience.)
How might leaders create environments and relationships where intelligent disobedience is part of the mix?
Books I’ve read in March:
- The Education of a Coach by David Halberstam. For insights from Halberstam’s book click here.
- Theory U: Leading from the Future as it Emerges 2nd Edition by C. Otto Scharmer. For insights from Scharmer’s book, click here.
- Intelligent Disobedience: Doing Right When What You’re Told to Do Is Wrong by Ira Chaleff.
Next on my reading list:
- Servant Leadership in Action by multiple co-authors. (Underway)
- The Essentials of Theory U: Core Principles and Applications by C. Otto Scharmer (Underway)
- The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results by Rasmus Hougaard and Jacqueline Carter
*I relax my 300 word limit on weekends.
We are taught from childhood that we must obey those in authority. In school, we are encouraged to answer, not ask, questions. Warren Berger, in “A More Beautiful Question,” highlights the need to ask questions to become more enlightened and get to a better decision. By encouraging (through modeling) our employees to question the status quo, to challenge the “we’ve always done it this way” mentality, I believe we can foster an “intelligent disobedience” culture that leads to more effectively make decisions and deliver better services/products. I’m currently in the process of reading “Intelligent Disobedience” and it is thought-provoking.
Thanks Daryl. Thanks for referring to Burger’s book. It’s worth the read. “A More Beautiful Question”
Your bracketed words are perfect. Leadership begins with modeling the way. How we express and invite difference sets the tone for everyone.
I’ll add that it may still take time for people to believe it’s OK to disagree.
Thank you for helping me see how to open a pathway for my learners to ‘believe it’s OK to disagree’ and enable my continued professional development as an adult educator.
In times of near perfect harmony (apparently close coordination), I’d open the meeting with,
“Awright! Who wants a piece of me? What’s wrong with how we are approaching this?”
Because everybody (employees and consultants alike) knew me to be an open book (intolerant of office politics/passive agressive action) and ethical (committed to the greatest good – the win/win/win scenario), no detail was too small to bring up and be heard fairly (due process). It was amazing/humbling to participate in group critical think and avoid minor causes of great magnitudes of error.
“I am wrong; please show me how.”
Thanks Rurbane. Powerful. Some of this seems to be easier for some than others. I wonder about extrovert vs. introvert differences, for example.
It sounds like you’re an extrovert. I bet that makes your approach a bit easier. Although, most of us have to learn to dive in, pick off scabs, and point out elephants.
Thanks for sharing your story.
Actually, Dan, I’m a thoroughly documented introvert – perhaps overcompensating – INTP on the MyersBriggs (20+ times). The greatest shock of my life was being grouped w/ the other INTP’s in a corporate exercise that included the region’s top salesman (and good friend) and the CEO (former leading Disney “Imagineer”).
Perhaps pathologically incapable of seeing ourselves in social perspective, our motto seems to be: “Confront me with myself.”
Hence, disrespect – but with dignity.
Wow… thanks for that bit of insight. It’s surprising and encouraging.
I learnt from Dale Carnegie training years ago how to disagree agreeably. Most people begin with…” I think…” and immediately the listeners around you tune out. Most people are not interested in what you think. Dale Carnegie turns that on it’s head beginning with giving your evidence first. State your case (facts, statistics, examples etc) and end with… ” therefore this is why I think…” A lot more powerful and it causes others to listen first before making a judgement call.
Thanks so much, Caro. Brilliant.
However, it might be good for leaders to hold back so others can think independently. You know what can happen. The leader gives the reasons, either before or after presenting an idea and then every nods in agreement.
Good luck with intelligent disobedience in many tightly regulated organisations. Nobody will care whether it’s intelligent or not: the fact is you disobeyed. Like they said on the classic BBC comedy Porridge: “There are only two rules in this prison. Obey all the rules, and do not write on the walls!”
LOL… love the prison rules. Thanks for that.
Yes, tightly regulated orgs are going to struggle here for sure. If the leaders don’t go first, no one will go. And those who do end up pummeled into submission unless they are very skilled at presenting alternatives.
Dan, This is one of our favorite topics! Love your list. We call this channeling challengers. http://letsgrowleaders.com/2017/12/14/6-ways-to-get-the-information-you-need-to-make-the-best-decisions/
Thank Karin. I’m glad you extended the conversation.
Looking forward to our Facebook Live conversation this coming Thursday at 3:00 p.m. EDT.
Cheers
Well timed and helpful insights here…After many years in the federal govt, I now work for a tech company that has a very open culture. Everyone’s opinion is welcomed and considered, as long as it is professional and focused on how we do better in our products, in our processes and for our customers. Yet I am currently dealing with a recently hired senior level peer who thinks people who work for me should be fired because they are weighing in on his area of responsibility….This is a journey and I am hoping that the concept of building in “constructive dissent” will enable us to find an appropriate balance. Thanks!
Great topic Dan, thanks for sharing your expertise! I have found in my own career and in coaching/advising others, that valuing differing perspectives is crucial to good decision making. We all like to think that we are pretty knowledgable about certain things, but “all-knowing” is above everyone’s pay grade.
Your point #5 is so important. People need to know how to disagree properly, but this is a skill that needs to be developed. Like any feedback, how it is presented is as important as the message itself.
i am reading this one again tomorrow when not so tired!
On Sun, Mar 18, 2018 at 3:17 PM, Leadership Freak wrote:
> Dan Rockwell posted: ““Serious errors are avoided by the use of > Intelligent Disobedience.” Ira Chaleff, author of Intelligent Disobedience: > Doing Right When What You’re Told to Do Is Wrong. Books I’ve read in March: > The Education of a Coach by David Halberstam. For” >