One of the biggest challenges for agile teams or for that matter lot of organizations is fear of conflict. This fear of conflict is a major reason why organizations fail to call right shots. In a survey conducted among US and Europe executives, 85% have acknowledged that they had issues/concerns at work that they were afraid to raise. They were afraid of conflict that would provoke, afraid that it would lead to arguments that they won’t know how to manage and loose.
Arguments are necessary; disagreements are required to drive creative solutions to problems. Well, easier said than done. How can we have these conversations more easily and more often? Organizations culture should reflect and encourage the attitude of questing, willingness to start an argument. Imagine in an agile team, if individuals are hesitant to prove others wrong, it will ultimately do bad to the team.
Developing “Prove me wrong” attitude doesn’t mean that team/organization loses team sprint. In fact, the opposite would happen; there is even more team collaboration, very little room for wrong decisions or judgments. The reason why Phd theses have such a high quality is because they have to pass “Prove me wrong” phase.
It is not enough to make things transparent and open, but as I mentioned above, the discussions and arguments around it is what makes it effective.
Openness isn’t the end; it’s the beginning.
Credit:This blog is inspired by the TED talk give by Margaret Heffernan – Dare to disagree