 |
Do not agree just to agree regardless of the pressure being put on you.
|
063 |
 |
The first rule in decision making is that one does not make a decision unless there is disagreement.
|
302 |
 |
Above the 150 Tipping Point, there begin to be structural impediments to the ability of the group to agree and act with one voice.
|
182 |
 |
…people usually want to be heard more than they want to be agreed with.
|
134 |
 |
…if you tell people up front that something might be distasteful, the odds are good that they will end up agreeing with you – not because their experience tells them so but because of their expectations.
|
159 |
 |
The brain and the eye may have a contractual relationship in which the brain has agreed to believe what the eye sees, but in return the eye has agreed to look for what the brain wants.
|
167 |
 |
Our aversion to obstacles, setbacks, disagreements, and other forms of resistance is a bit ironic, because this friction is what builds our tolerance for future friction.
|
037 |
 |
When teams learn to work out their differences, it’s called healthy conflict. We don’t always need to agree, but we do need to recognize our differences and agree to an approach on how to proceed.
|
076 |
 |
The first rule in decision-making is that one does not make a decision unless there is disagreement.
|
2825 |
 |
The effective decision-maker… organizes disagreement.
|
2906 |
