Many workplace accidents could be avoided if your employees felt strong enough to speak out, both about you and about each other. So if you encourage and implement a culture of “constructive disagreements,” prepare for a rocky start, as your collaborators begin to acclimatize to these new expectations. However, stay lenient and calm throughout the adjustment period. Leaders should remain sovereign as they work to take their companies to new heights. If we all disagree more, let`s be careful. What does it mean to contradict? Most readers can see the difference between a simple designation and a carefully justified rebuttal, but I think that would help put names on the middle echelons. So here`s the attempt at a hierarchy of differences: Keeping It ConstructiveThis is easy to exchange words of debate and argument casually, but I think there`s a big difference. The debates are constructive to reach a conclusion. Arguments are not always insane. In the debates, both sides share mutual respect and keep relations paced. Arguments are often heated and abandoned interpersonal relationships such as street deaths.
Constructive differences of opinion are essential. Sometimes, however, supporters should disagree with leaders. As a result, many political revolutions began due to differences between supporters (Gebil, 1990). In today`s global economy, it is essential that supporters agree constructively and occasionally with leaders to ensure that business remains on track. To maintain a constant flow of reciprocity in the Leader`s Follower Exchange (LMX), managers and executives must have a balanced dialogue with supporters (Loignon, Gooty, Rogelberg, Lucianetti, 2019). In addition, supporters must challenge (constructively) the leader when common goals or the integrity of a team are threatened (Northouse, 2019, p. 299). In addition, there are great examples of learning blind dogs that did not obey to save the owner`s life.
In such situations, the follower must be prepared to defend the law, regardless of the personal cost (Chaleff, 2015, p. 60). Leaders must promote a culture where differences of opinion are not only permissible, but encouraged. Promoting this culture is essential if we want independent thinking and responsible citizenship. So how can we promote a culture of intelligent differences of opinion? In this regard, the CEO plays an important role in building this culture. CEOs are responsible not only for establishing the conditions for competition between stakeholders to ensure that they are debating, but also for the burden of acting as arbitrators. As heads of arbitration, we must ensure that the nature and tone of the debates remain constructive in the short and long term. This involves not only helping the team adapt to each decision, but also facilitating discussions about how the team is talking to each other, to ensure that emotional scar tissue does not accumulate within a stakeholder.