Controversy and Decision-making
View(s):The secretary looks at us and smiles, as if to say ‘bear with us, this is how this company works’. The challenge is to come up with a creative marketing campaign; but 20 minutes into the meeting, she still has not taken any minutes, not because she is not paying attention, but because what has been discussed so far, has been, first mere chitchat and then cricket. Subsequently, the discussion begins and then… here we go!
Someone with the gift of the gab decides to take his colleague’s idea way too personally. Apparently, we later discover that he holds the exact opposite position on the issue at hand. Then there is the ‘expert’ of the group who insists on his perspective. A meeting of six individuals now resorting to a dialogue between a ‘larger than life talker’ and ‘a-know-it-all-expert’. What prevails thereafter is not pleasant. Sharks attack, turtles withdraw and teddy bears try their best to diffuse the heat of the moment; conflict of interest. Is it not funny how we only like to work with people who are similar to us in their views and opinions?
We all know how some extroverts with a knack for words generally end up being the winner who takes it all, but there are also times that no one wins and everyone loses. Some of us get dragged into meetings that take forever; the meetings in which no decision is made and many a person leave the room without knowing the way forward. Needless to say those meetings are a waste of time when the parties responsible are disorganized and lack in the respect of time of other more conscientious individuals, who prefer intense short face-to-face discussions that addresses the reason for the meeting.
Research from the western world show that 20-25 per cent managers’ time per week is spent directly in dealing with conflicts. And this estimate is much higher in the collective cultures like ours where pleasing others and being in the good books of everyone, are considered to be important. Interpersonal conflicts costs the companies in employee time, materials and project days, due to factors such as refusing to communicate directly, ignoring suggestions and advice, being disinterested in learning from others, looking at things from only one’s point of view, only involving others who support their point of view and embarrassing and blaming others who don’t agree with them.
But controversies hold the key for effective decision-making. If moderated and facilitated properly, controversies become a source of mental stimulation through which persons could explore multiple avenues before choosing the right course of action. Controversy is the conflict that arises when one’s ideas, conclusions, theories and opinions are incompatible with those of another person, and the two seek to reach agreement. Controversies are inevitable in decision-making. Every effective decision situation thrives on what controversy has to offer. Decisions by their very nature are controversial, as alternative situations are suggested and considered before an agreement is reached.
If a group is to make effective decisions competently, controversy should be encouraged, sought after and be deliberately structured. Why does this not happen? Fear to be the bad guy, ignorance on the usefulness of controversy, lack of training on how to engage in controversy, anti-conflict cultures, group norms and the reluctance to be shaken from the status quo.
Experts in decision-making may see ‘my world’ against the ‘whole world’, may over-estimate their expertise, and process information in a biased manner. Hence experts need to be fully aware not only in terms of their expertise but also in terms of how to engage in controversy with the right attitude of seeing his/her knowledge/experience in the current context and consider the others who may connect the dots in this current context.
Imagine a company that is comfortable with the way things are, a team whose effectiveness is compromised because they don’t want to hurt each other, or a couple who agrees with everything because they fear disagreement. It is well to remember that the problem lies not in the controversy or disagreement but in the way we react to it. If we want high performing teams that will pioneer new, creative and innovative ventures, then equip them with the right interpersonal and social skills. One should also consider group coaching on how to effectively navigate controversies as teams, not ruthlessly, but as individuals focused to arriving at the best decision possible.
Controversies are uncomfortable, but it is the chaos before the progress. No pain, no gain!
(Rozaine is a Business Psychologist, author, consultant and a university lecturer based in Colombo. She can be contacted via email on rozaine@forte.lk)