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How do you learn from dissent and improve cross-team performance?

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Cross-team collaboration is essential for any organization that wants to innovate, solve complex problems, and deliver value to customers. However, working with people from different backgrounds, perspectives, and goals can also lead to disagreements and dissent in team decisions. How do you learn from dissent and improve cross-team performance? Here are some tips to help you navigate the challenges and opportunities of cross-team collaboration.

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Dave Plummer

Consultant and Strategist, ex-Microsoft

1 Embrace dissent as a source of learning

Dissent is not necessarily a bad thing. It can indicate that people care about the issue, have diverse opinions, and are willing to challenge the status quo. Dissent can also expose blind spots, spark creativity, and generate better solutions. However, dissent can also create conflict, resentment, and confusion if not handled properly. To learn from dissent, you need to embrace it as a source of learning, not as a threat or a personal attack. You need to listen actively, ask open-ended questions, and seek to understand the underlying assumptions, values, and interests of the dissenters.

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Dave Plummer

Consultant and Strategist, ex-Microsoft
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A lot depends on how the dissent is expressed. If it sounds like an attack, it is more likely to be seen as one. As a leader, it is vital to model expressing disagreement in a positive way. "Another approach...", "Yes, and....", "Can we add to that by..." are all ways to build on another's contributions rather than shutting them down. If a leader models this behaviour, it is much more likely that other members of their team will as well.

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2 Foster a culture of psychological safety

Psychological safety is the belief that you can speak up, share ideas, and take risks without fear of being punished, rejected, or embarrassed. It is crucial for cross-team collaboration, as it encourages people to voice their dissent, contribute their insights, and learn from their mistakes. To foster a culture of psychological safety , you need to model and reward behaviors that support it, such as giving and receiving feedback, admitting errors, showing curiosity, and expressing appreciation. You also need to avoid behaviors that undermine it, such as blaming, criticizing, interrupting, or dismissing others.

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3 Use a structured process for decision making

One of the main sources of dissent in cross-team collaboration is the lack of clarity and alignment on how decisions are made, who makes them, and how they are communicated. To avoid this, you need to use a structured process for decision making that involves all the relevant stakeholders, defines the criteria and methods for evaluating options, and ensures transparency and accountability. You also need to clarify the roles and responsibilities of each team member, the level of authority and autonomy they have, and the expectations and outcomes they need to deliver.

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Dave Plummer

Consultant and Strategist, ex-Microsoft
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In addition to a structured decision making process, ensure that the goals that are being addressed by the decision are clearly communicated. If the goals are clear, people can work together to define how to reach those goals. Dissent is often the result of unclear or unshared goals.

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4 Manage emotions and conflicts constructively

Dissent can trigger strong emotions and conflicts among team members, especially when it involves personal values, beliefs, or identities. These emotions and conflicts can interfere with the quality and speed of decision making, as well as the trust and cohesion of the team. To manage emotions and conflicts constructively, you need to acknowledge and respect them, not ignore or suppress them. You need to use empathy, active listening, and positive language to communicate your feelings and needs, and to understand those of others. You also need to focus on the common goals and interests of the team, rather than on the differences and positions.

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Layton Cox

Competitive Intelligence & Strategy | Co-Building Value-Creating Strategy Using Proprietary Research Methods
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In a real-world scenario, conflict arises in a team over a sustainability policy. They acknowledge emotions, foster dialogue, and refocus on their goal. By constructively addressing concerns, they reach a compromise, integrating sustainability without compromising financial viability. This underscores the importance of managing team conflicts for effective decision-making.

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5 Learn and improve continuously

Cross-team collaboration is a dynamic and iterative process that requires constant learning and improvement. You need to monitor and evaluate the results and impacts of your decisions, and use feedback and data to identify what works and what doesn't. You also need to celebrate your successes and learn from your failures, and share your lessons and best practices with other teams. By doing so, you can leverage the power of dissent to enhance your cross-team performance and achieve your organizational objectives.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Anna W.

Executive talent management roundtable events for the public service. My posts are managed by Natural Intelligence
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I would consider rewording any written article that repeats the words “you must“ and “you need to“ throughout the article. I would reword by using the first person plural: “we”… as in: “we must” and “we need to”. This removes the paternalistic tone and creates unity among the readers who can slso then identify with the writers, as being in the same boat. For an article whose subject is about establishing common understandings between people, the writing style continually telling the reader what they must do (“you must”, “you need to”) sounds controlling, and is not harmonious with the context or content of the article, itself. Thank you

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How do you learn from dissent and improve cross-team performance?

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1 Embrace dissent as a source of learning

2 Foster a culture of psychological safety

3 Use a structured process for decision making

4 Manage emotions and conflicts constructively

5 Learn and improve continuously

6 Here’s what else to consider

Cross-team Collaboration

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