GUEST POST from Mike Shipulski
When your organization doesn’t want to hear your truth because it contradicts a decision they’ve already made, that’s a sign of trouble. It’s a sign they’re going to do what they’re going to and they don’t care all that much about you. But, what if they’re wrong? And what if your perspective could snatch victory from the flames of an impending train wreck? As someone who cares about the company and thinks it would benefit from hearing what you have to say, what do you do?
When you have a culture that makes it clear it’s not okay to share divergent perspectives, you have a big problem.
In domains of high uncertainty, increasing the diversity of perspective is the single most important thing we can do to see things more clearly. In these situations, what matters is the diversity of culture, of heritage, of education, of upbringing, and of experiences. What matters is the diversity of perspective; what matters is the level of divergence among the collective opinions, and what matters most is listening and validating all that diversity.
If you have the diversity of culture, heritage, education, and experience, congratulations. But, if you’re not willing to listen to what that diversity has to say, you’re better off not having it. It’s far less expensive if you don’t have it and far fewer people will be angry when you don’t listen to them. But, there’s a downside – you’ll go out of business sooner.
When you have a perspective that’s different than the Collective’s, share it. And when there are negative consequences for sharing it, accept them. And, rinse and repeat until you get promoted or fired.
Image credit: Unsplash
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