Many executives subscribe to the idea that conflict is something to be avoided, that the absence of conflict signals an effective, aligned team. This is a myth. In his classic book The Five Dysfunctions of a Team, Patrick Lencioni calls this “artificial harmony,” a system in which different perspectives are either suppressed by team leaders or glossed over, and yes-men go back to their own divisions to deride executive team decisions, fuelling silos, inward thinking and infighting. Openly debating differences to get to solutions is much more effective.
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