A short monologue by Susan Drumm arguing that a team that never disagrees is likely avoiding conflict, which harms performance. She shares a personal example where civil meetings masked problems that surfaced at launch, concluding that constructive conflict driven by cognitive diversity is necessary.
Chapters
Here's the truth. If your team never disagrees, you don't have a high functioning team. You have a conflict avoiding team. And that's a problem. I learned this the hard way in my career. I was leading a big initiative. Our meetings, well, were civil. Too civil. Everyone agreed on everything. And I thought, wow, this is leadership heaven. Until we launched. And that's when we discovered all the holes, the things that no one had spoken up about because no one wanted to rock the boat. And we paid for it in lost time, in missed details, and a whole lot of rework. And that's when I realized it's not just okay for teams to have conflict. It's necessary. But it's the right kind of conflict, the kind that comes from cognitive diversity.