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Dissenting voices are good in decision-making
Voices of dissent rarely surface or are expressed in the corporate boardroom. Even if they do, they are hardly listened to and considered. Trained to accept whatever the top management says, executives are reluctant to say anything against the decisions taken. This attitude can do more harm than good to organisations. Employees are urged not to upset the apple cart and conform to the decisions taken. Dissent is discouraged because the top management dislikes challenges to
the conventional wisdom. So employees are reluctant even to voice their ideas unless exceptionally good. They refrain from challenging the bosses’ decisions, to avoid being perceived as overstepping the limits or disturbing the status quo and risk their position in a peaceful co-existent setting lest they should be ostracised.
Professor Amy C. Edmondson of the Harvard Business School (HBS) who conducted a study of dissent in decision making of organisations voices just how these executives feel, “the potential costs to me for speaking out seem reasonably certain and somewhat immediate; the potential benefit to me for speaking out seems rather uncertain and definitely long-range".
In this new age business world, such notions are outdated. The voice of dissent could have viable and positive ideas that could be beneficial to the organisation. An employee who disagrees might have a fresh perspective on the issue that the management with their ’heads buried in the sand’ fail to see.
So, such candour needs to be appreciated and encouraged if a business has to succeed. The management has to encourage employees to speak out and express their disagreement with any decision or policy of the company. This will not only help the company improve the quality of its business but also make employees feel more valued because their opinions are listened to and respected.
When there are no voices of dissent or bright ideas generated, managers must examine their management style. It will help them see if their attitude and leadership style restricts their subordinates’ expression. They should observe if their behaviour cuts people off and examine if their preference for orderliness in things underlies their attitude. The management must get on red alert if at a meeting everyone agrees to the crucial decisions being taken. They should in fact solicit opposition to views so that the decisions are improved upon and made beneficial for everyone concerned. Decisions ideally have to be arrived at by contention rather than consensus.
The top management must take the responsibility to promote divergent views among employees because this will encourage creativity and innovation. These qualities are vital to succeed in today’s business world. To encourage debate before the decision, the process must include probing questions and presenting the situation objectively rather than put a positive face to it. Those who disagree must be appreciated for expressing their views, since it would help make better and informed decisions.
HBS professor Michael Tushman of the Organizational Behavior Unit insists that an alert, open, and inquiring top management is important for right decision-making. He says, “The key is for senior teams to be able to hold paradoxical ideas, or to think in the future and the past, simultaneously. Otherwise, the past will always trump the future—people prefer not to know about the future because it’s so threatening to entrenched interests and to career competencies".
An open, honest and responsive organisation will thus accept dissenting voices for what they are worth. After all, they are important if an organisation has to constantly improve and succeed.
HEMA SWAMINATHAN
faqs@cnkonline.com
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