Smooth and Silky is Not the Goal

Rough and crunchy can be good

Someone in my company came to me one day a few months ago and said, “Dave, Jack and Jill (names changed to protect the guilty) are yelling at each other again. You have to put a stop to it.” In turn I asked “Why?”

You see, Jack and Jill have had their fair share of conflict, and sometimes it gets a little out of control. While this can cause some short-term discomfort, I take it as a sign of health in my organization. If everyone just agreed all the time, I’d be concerned that no one was thinking or challenging the status quo.

Usually, when two or more people debate in my organization, one of three outcomes happen: 1) they come to an agreement, 2) they compromise or 3) they elevate the decision to me. Rarely does number three happen.

Argument is a form of group decision making, and it’s healthy. Here’s a litmus test: how often do your people and managers debate or argue? If the answer is “never,” you’ve got a big problem. Disagreements are born out of change; if you have no disagreements, you have no change; if your organization isn’t changing, you’re in trouble.

(Of course, when engaging in debate, certain lines shouldn’t be crossed. Arguing about an issue or a decision is one thing – a good thing. But personally attacking someone, or showing disrespect, is unacceptable.)

Taking away argument as a form of decision-making only stifles passion and ideas. The last thing I want people in my organization to say is, “Let’s just throw out the options and let Dave decide – that’s his job.” No that’s not my job. My job is to make sure I don’t make bad decisions. I guarantee, if I didn’t let people argue, I’d make a lot more bad decisions than I do today.

This is also one of the reasons I favor flat organizations. In flat organizations, everyone’s talent and ideas come into play at all times, people are encouraged to debate, and the best ideas rise to the top – not just the ones purported by more senior people. In other words, everything should be challenged so the ideas and decisions with the most merit rise to the top. Any other way is dangerous and often leads to poor decisions and sub-optimal actions.

So remember the litmus test. How often do people argue in your organization? Is everything always smooth and glassy? If so, maybe it’s time to crunch it up. Flatten your decision-making process, even if your organization chart has many levels. Invite more people into the conversation. You might find that respectful debate won’t destroy you, but will only make you stronger.