 |
To make good decisions, CEOs need the courage to seek out disagreement.
|
94 |
 |
The first rule [of good fight club]: avoiding an argument is bad manners. Silence disrespects the value of your views and our ability to have a civil disagreement.
|
87 |
 |
Agreeableness is about seeking social harmony, not cognitive consensus. It’s possible to disagree without being disagreeable.
|
89 |
 |
Disagreeable people don’t just challenge us to think again. They also make agreeable people comfortable arguing, too. Instead of fleeing from friction, our grumpy colleagues engage it directly.
|
90 |
 |
When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision.
|
150 |
 |
Understanding is not agreeing. One can at the same time understand perfectly and disagree completely with what the other side is saying.
|
37 |
 |
People generally assume that differences between two parties create the problem. Yet differences can also lead to a solution. Agreement is often based on disagreement.
|
75 |
 |
Integrity is not about being honest when we agree with each other; it is also about being honest when we disagree or, even more important, when we make mistakes or missteps.
|
189 |
 |
Mind-reading failures happen to all of us. They lie at the root of countless arguments, disagreements, misunderstandings, and hurt feelings.
|
196 |
 |
…you can indeed disagree with the principles and values of an organization but ultimately, they are paying you to uphold those values and add to their collective whole.
|
047 |
