Invite Others to Question Your Thinking
This concept emphasizes actively seeking out diverse perspectives and constructive criticism to improve decision-making and learning. It involves learning from everyone, building a challenge network of thoughtful critics, and embracing task conflict as a debate.
THE IDEA
C. Invite Others to Question Your Thinking
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Learn something new from each person you meet. Everyone knows more than you about something. Ask people what they’ve been rethinking lately, or start a conversation about times you’ve changed your mind in the past year.
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Build a challenge network, not just a support network. It’s helpful to have cheerleaders encouraging you, but you also need critics to challenge you. Who are your most thoughtful critics? Once you’ve identified them, invite them to question your thinking. To make sure they know you’re open to dissenting views, tell them why you respect their pushback—and where they usually add the most value.
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Don’t shy away from constructive conflict. Disagreements don’t have to be disagreeable. Although relationship conflict is usually counterproductive, task conflict can help you think again. Try framing disagreement as a debate: people are more likely to approach it intellectually and less likely to take it personally.
When to use it
In a business meeting, actively solicit dissenting opinions on a new proposal to uncover blind spots.
When making a personal life decision, ask a trusted friend who often challenges your assumptions.
In an academic setting, form a study group where members critique each other's arguments as a practice.
During a project retrospective, encourage team members to point out flaws in the process without fear of retaliation.
FROM THEORY TO EVERYDAY LIFE
In practice
Learning from a Colleague
During a coffee break, you ask a colleague what they've been rethinking lately. They share that they've changed their mind about a project deadline approach, which gives you new insights into your own planning.
Building a Challenge Network
A team leader identifies three team members who often offer insightful critiques. She invites them to a monthly meeting where they specifically challenge her strategic decisions, explaining why she values their perspective.
Framing Disagreement as Debate
In a board meeting, a director proposes a new marketing strategy. Instead of letting tensions rise, the CEO frames the discussion as a debate: 'Let's argue both sides intellectually.' This leads to a more productive exploration of pros and cons.
A MOMENT TO REFLECT
Put it to work.
Who are the people you rely on for support? Who could be your most thoughtful critics?
Think of a recent disagreement. How could you have framed it as a debate to reduce personal tension?
What is one belief you've held for a long time that might benefit from being questioned by others?
Often confused with
CONTINUE THE CONVERSATION
Source texts
- Think Again The Power of Knowing What You Dont Know (Adam Grant)