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It May Be A Good Thing To Have A Conflict At The Top Of The Company.

2014/4/17 14:50:00 13

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More than p years, business schools have been instilling in people's minds that wise and decisive leadership can benefit a lot. In the face of opposition, no one will be friendly, and a strong leader will regard objection as a threat. But this kind of thought strengthens the excessive result, is any different opinion will be killed by the leadership, until no one dares to raise the objection. 
, however, Richard Brand, managing partner of Cognosis, strategy consulting firms, believes that if the lack of public opposition is mistaken for unity of opinion, it is self deceiving. He said: "loud noise, red faced debates and table clapping are much less effective than shrinking, passively and humiliation. Silence does not mean that everyone else agrees with you. You just swallow your grievances for the time being, but you can spread it whenever you have time. The result is a wavering military spirit. 
 the company has conducted an investigation into the top leaders, senior managers and middle managers of some 3500 enterprises from state-owned enterprises and private enterprises. The results show that those companies that encourage, welcome different opinions and handle properly, make strategic decisions far better than those who suppress different opinions. Moreover, the understanding and support of enterprises for final strategic decision is much higher than that of the latter. 
 Brown said the reason for this difference is obvious. First of all, the best decision takes into account the different opinions of the parties, and "the challenge of accepting different opinions when formulating strategies, in essence, being able to express their opinions and listen to them will give people a strong sense of participation. They feel that they are involved in decision-making both mentally and emotionally. Therefore, people will be more motivated and successful in carrying out such decisions. But for those who have not participated in the decision-making, they feel the opposite. 
 Brown pointed out that although many managers involved in the survey can rationally recognize this point, most enterprises deliberately avoid different opinions. People often express hostility to those who are willing to raise different opinions. About 60% of respondents believe that those who raise objections are typical troublemakers. In this survey, half of the objections were encouraged, and 25% of the respondents did not want to hear objections. Only 10% of the survey participants indicated that their management often had conflicting opinions. 
 cultivating challenging and authoritative corporate culture /p >
The survey results of conno show that only 10% of the management level of enterprises face challenging challenges to enterprise decision making. Obviously, there is a deep gap between people's understanding and practice. 
 How can we have the opposite view of what Brown has said that can promote business function rather than cause dysfunction, and prevent it from becoming an individual attack? 
 Brown believes that first of all, we must start from the top of the enterprise and cultivate a culture of challenge and authority from top to bottom in the enterprise. He also pointed out that if a leader and a senior management team of a company welcome different opinions from all sides, the enterprise will form a habit and atmosphere of being good at questioning. 
 "it is difficult to find a leading collective with one heart and one mind," Brown said. "A large part of the reason is that the quality of the recruits is not high: leaders tend to choose people who are in line with their will, rather than those who are complementary to their style, personality and ways of doing things. Because of such a bias of leadership, enterprises will tend to choose those who are analytical, practical, practical and know how to immerse themselves in work when recruiting. Such leaders are mostly creative and innovative, and do not always use intuition or cooperate. 
Kirk Brett, President of P (Kirkbright) consulting and GregOrme, Greg, an expert on business management development, thinks that at the initial stage of enterprise decision making, listening to representatives from all sides should be heard as much as possible.