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How Do You Respond to Dissenting Opinions?

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Dissenting opinions are useful even when they’re wrong.

That’s the argument Adam Grant makes in one of his chapters in Originals:

“Minority viewpoints are important, not because they tend to prevail but because they stimulate divergent attention and thought,” finds Berkeley psychologist Charlan Nemeth, one of the world’s leading experts on group decisions. “As a result, even when they are wrong they contribute to the detection of novel solutions and decisions that, on balance, our qualitatively better.”

When we have expertise in a particular area or more context than others or feel the need to move fast, it’s easy to discount dissenting opinions.  Or worse, to be threatened by them.

Humble confidence means truly listening to dissenting opinions, not shutting them down.

Coupling our confidence with humility honors others and (it shouldn’t be a surprise) leads to better results.

Business is Art

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workbench

This is a great perspective from Work the System by Sam Carpenter:

Who says art must include a canvas, sculpture, or musical instrument? Art is creativity, and is there a better example of a creative endeavor than the machinations of building a successful business? Indeed, business is art in its purest form! The painter and the musician shouldn’t scoff at the entrepreneur or corporate chief who must take hard, cold life – sights, sounds, events, things, people – and stir them into an efficient enough mixture to produce a successful business. Business is art. It’s a heroic undertaking, and with it lies two superb by-products: tangible value to others–employees and customers–and personal income for the creator.

Why “Hire Slow, Fire Fast” is Wrong

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You often hear people say “hire slow, and fire fast.” Further, firing quickly is often presented as a “loving” thing to do, because then the person is freed up to pursue what might be a better fit.

This advice needs to be fired. It has problems on both sides of the equation. For one thing, there are times when you should actually hire fast. But more than that, saying that one should fire fast ignores very important distinctions that can lead to very bad decisions and harm to both the person and organization.

The distinction is between firing due to ability issues and character issues. 

If someone is abusive, causing harm in the organization, and acting against the values, then firing needs to happen fast.

But when the problem is ability issues — that is, the person wants to do good work but is struggling — then you fire slow. The aim is, in fact, not to have to fire at all. Instead, you discuss the issue with the person and coach them as much as possible to help overcome the ability issue.

If it cannot be overcome, and a change to a different role that is a better fit is not possible, then letting them go may be the right course of action. But only after defining the problem and helping the person overcome it.

Joseph Grenny, author of four New York Times bestsellers, including Crucial Conversations: Tools for Talking When the Stakes Are High, explains this very simply in this two-minute video from the Global Leadership Summit.

 

Does God Care About Efficiency?

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Much (but not all!) productivity literature places way too much focus on efficiency. The default thinking of many seems to be that one of our main goals in any task should be to get it done as quickly as possible with as little waste as possible.

This works well with machines. But it is problematic when it comes to people, because prioritizing efficiency when humans are involved often results in diminishing beauty, quality, and discovery. (For one example, see Patrick Lencioni’s great article “The Enemy of Innovation and Creativity” which is, you guessed it, efficiency.) Efficiency has its place, but it is secondary to effectiveness and quality.

This productivity principle relates to apologetics, or the defense of the faith. Sometimes skeptics look at the universe and the way God created things and critique it on the basis that it’s not maximally efficient.

These thinkers are guilty of over-prioritizing efficiency. For God is far more like an artist than an engineer.

I love how William Lane Craig puts this at his site Reasonable Faith, in response to the question “Does the Vastness of the Universe Support Naturalism?“:

Sometimes people complain that a vast cosmos is a waste of space and so would impugn God’s efficiency as a Creator and Designer. But here I’m persuaded by Thomas Morris’ point that efficiency is a value only for someone who has limited time and/or resources, a condition which is just inapplicable to God.

That’s why I think that those pressing the efficiency objection are just wrong in thinking of God in terms of an engineer marshaling his resources rather than as an artist, who enjoys splashing His cosmic canvas with dazzling colors and creations.

I am in awe as I look at the galactic and cosmic structures photographed by the Hubble telescope. The vastness and beauty of the universe speak to me of God’s majestic greatness and His marvelous condescension in loving and caring about us.

As with God, so also with us. Care about efficiency. But care about beauty and service most of all.

 

Rescuing Ambition in the Workplace

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I think you’ll benefit from this excellent series of articles from Dave Harvey, author if Rescuing Ambition (also highly recommended!).

This is how Dave introduces his series on ambition in the workplace:

A few years ago I wrote the book Rescuing Ambition and called for a rescue. I wanted to  snatch ambition from the heap of failed motivations and put it to work for the glory of God. I wanted Christians to realize that to understand our ambition, we must understand that we are on a quest for glory. And where we find glory determines the success of our quest. Since I wrote that book, many suggested that I address God’s design for ambition in the workplace and in one’s daily calling. 

Here are the links to Dave’s multi-part series, “Rescuing Ambition in the Workplace”: Part 1 , Part 2, Part 3, Part 4.

 

Bill Gates, Mark Zuckerberg, and You [Guest Post]

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This is a guest post by Alex Chediak, author of Thriving at College and now most recently, Beating the College Debt Trap.

Bill Gates and Mark Zuckerberg did it right. They left college when they got what they came for. They knew what they wanted. They knew who they were. They came, got after it, and got out. They didn’t earn degrees, but they got something better: an education. And the skills to keep learning for a lifetime.

Most of us don’t share their entrepreneurial brilliance. We’ve needed both an education and a degree to get our start. And the same will be true for our kids. The gap in earnings between those with only a high school diploma and those with a college degree—associate’s, bachelor’s, or beyond—continues to rise.

But too many of our kids are going to college not knowing who they are or what they want. As a result, too many leave without a degree or even much of an education. So what should we do about it?

1. Accept that we must change before they can change. We wouldn’t have the highest college dropout rate in the industrial world if we did more to prepare our children. It’s our job to help them develop the character and maturity they’ll need to be successful. Setting priorities, tracking deadlines, delaying gratification, and developing a work ethic are as important as test scores and GPAs.

2. Help them discover the intersection between their interests and their talents. Most students change majors at least once. That’s not always a bad thing, but it usually adds time and expense to their degree. And it’s often avoidable if they had only received more coaching. So be observant, hold brainstorming sessions (with a large college catalog open, if necessary), and encourage early signs of promise.

3. Encourage them to really try things.  Bill Gates said of his teenage computer addiction, “It was hard to tear myself away from a machine at which I could so unambiguously demonstrate success.” Math club and the yearbook committee can be helpful, but professional opportunities are even better. It could be shadowing an engineer at a tech firm, starting a small business, volunteering in a research lab, or filming an amateur movie. Career research is good, but career experience is better. Talents are revealed in the crucible of experience. 

4. Treat teens like young adults, not children. As they’re growing up, give them more freedom but expect more responsibility in return. Shift into more of a coaching than a controlling role. When it comes time to decide upon a college, share ownership of the decision and the expense. Students who have skin in the game tend to appreciate it more, attend class more often, and outperform those who (in theory) have more study time.

If we’re intentional in our parenting years, our kids, like Gates and Zuckerberg, can get a first-rate education. They don’t have to be Ivy League dropouts (or graduates), but they do need to know how they’re wired and how higher education fits with who they are and where they’re going. That will give them the focus to get in, get after it, and get out. 

Alex Chediak (@chediak) is a professor of engineering and physics at California Baptist University and the author of Beating the College Debt Trap, Preparing Your Teens for College, and Thriving at College. Learn more about Alex’s work at his website.

Online Training in January: Workflow Management

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We were greatly encouraged by the response to the online training we piloted last month.

If December was too crazy for you, we have two options on workflow management running this month.

We’ll have two live sessions, one tailored for busy professionals (on 1/12/16) and one for pastors & church leaders (on 1/19/16). Join Matt Perman online for 60 minutes as he helps you get control of your week.

Learn more here.