True conformity is possible only in the cemetery
Disagreement
is a fundamental part of life. It is essential to the economy. Just as a
certain kind of agreement is necessary to life, so is a certain kind of
disagreement. It is when our interests coincide that we can agree. It is when
our interests and beliefs do not coincide that we disagree. When a company is
formed there is an agreement, when something is paid for there is an agreed
price. Is disagreement, therefore, an economic negative?
We should not
be so simple as to assume that agreement is good and disagreement bad. Although
we might say that all wars are about disagreement and peace is about agreement,
and we might say that wealth destruction occurs in the context of disagreement
while wealth creation occurs on account of agreement, there is more to this
story. It is possible to imagine a destructive agreement and a constructive
disagreement. A country that agrees to the wrong trade policy, for instance,
may give serious strategic advantages to a competitor; domestic industries may
go under, manufacturing capacity may decline with implications for military
security and domestic employment (e.g., as in the trade relationship between
China and the United States). A constructive disagreement may result in a
parliamentary debate over a new law from which new understandings and practices
emerge.
Peter Barron
Stark offers 8 Steps to
Constructive Disagreement. According
to Stark, “Disagreements are a positive, normal and necessary part of building
a great relationship or a team.” People tend to disagree on many points, and we
often find this troublesome; but we must not imagine that disagreements are
something to be set aside in search of perpetual agreement. Such has often
proved a dangerous course to follow. Every investor and business leader would
profit by reading Irving L. Janis’s Victims
of Groupthink: A Psychological Study of Foreign Policy Decisions and Fiascos. As Janis
points out, the desire for agreement and consensus can result in people
suppressing important objections and contrary observations that prevent
disaster from overtaking those who are swept along with others by the desire to
fit in. In seeking agreement, and through the suppression of unpopular views,
people can do incredibly stupid things. A CEO or government leader is bound to
have blind spots. If there is no way to disagree or challenge his views, then
disaster is bound to occur. These are especially shown in the history of
powerful or charismatic leaders.
Stark tells
us that
“Good business decisions are brought about by respecting each other’s opinion, and having the ability to have a constructive dialogue where each team member has the opportunity to learn from each other, rather than purely liking each other.”