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The Power of No: Dissenting with Principle

The Power of No: Dissenting with Principle. presented by Michael Crump. Leadership Dialogues 2013. What is dissent?. Disagreement with, or opposition to, an idea, structure, policy, group, action, or individual The thing being disagreed with often has some sort of influence or power.

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The Power of No: Dissenting with Principle

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  1. The Power of No:Dissenting with Principle presented by Michael Crump Leadership Dialogues 2013

  2. What is dissent? • Disagreement with, or opposition to, an idea, structure, policy, group, action, or individual • The thing being disagreed with often has some sort of influence or power "Dissent is the highest form of patriotism."

  3. Why dissent? • To redress injustice and inequality • To responsibly represent all stakeholders • To bring transparency to a process or structure • To prevent unethical behavior • To improve decision-making • To promote change “If you keep doing things like you've always done them, what you'll get is what you've already got.”

  4. Results of a Lack of Dissent • Individual • Demotivation, lack of commitment, departure from group • Group • Groupthink, Abilene paradox, bandwagon effect • Society • Oppression, marginalization, status quo "The opposite for courage is not cowardice, it is conformity. Even a dead fish can go with the flow."

  5. Groupthink • When an emphasis on conformity or harmony results in poor decision-making • Self-censorship • Direct pressure against dissenters • Illusions of invulnerability • Stereotypes of others/outsiders • Illusions of unanimity • Example: Attack on Pearl Harbor “If everyone is thinking alike, then no one is thinking."

  6. Societal-Level Dissent • ACT-UP AIDS protests • Salt March (India) • Selma to Montgomery March • Take Back the Night • People Power (Philippines) • UC Berkeley oak grove • Occupy Movement "Silence = Death"

  7. Example: Salt March • Spring 1930 • Indians were forced to buy salt from the British colonial authorities, plus pay salt tax • March to the coast to make their own salt • Brought the world’s attention the Indian independence movement • Influenced Martin Luther King Jr’s philosophy "The reward for conformity is that everyone likes you but yourself."

  8. Group/Individual Dissent • Programs • Relationships with other groups • Leadership • Advocacy • Outreach • Finances • Policies and Procedures “If liberty means anything at all, it means the right to tell people what they don’t want to hear."

  9. Barriers to Dissent • Rules and structures that exclude differing perspectives • Reprisal/fear of reprisal • Lack of trust • Absence of dissenting role models • Commitment level • Self-confidence “Silence often starts when we choose not to confront a difference.”

  10. Being an Effective Dissenter • The Social Change Model Approach • Consciousness of Self • What are my values, beliefs, and motivations? • When can I compromise? • Congruence • Am I walking my talk? • Commitment • Do I have a passion for the organization? • Am I invested in the organization’s success? "Be who you are and say what you feel, because those who mind don't matter and those who matter don't mind."

  11. Dissenting Effectively • Understand the issue. Be informed. • Trust others. Assume good intent. • Seek out allies. • Encourage feedback to your opinions. • Dissent with courtesy. • Have a goal in mind. • Develop alternatives. • Don’t give up. "Honest disagreement is often a good sign of progress."

  12. Other Strategies for Dissent • Appoint a “Devil’s Advocate.” • Take advantage of experts (could be your advisor). • Leaders should take a back seat in the decision-making process. • Create a process of anonymous input. • Disconnect the decision from the personalities; focus on the results. “Freedom is hammered out on the anvil of discussion, dissent, and debate."

  13. Responding to Dissent • It’s not all about you. • Reflect on your opinions and your actions. • Put yourself in others’ shoes. • Advocate for exploration of the issue. • Assume good intent. • Don’t be silenced. • Preserve relationships. • It’s not all about you. “Nothing strengthens authority so much as silence."

  14. Managing Dissent as a Group Leader • Social Change Model Approach • Collaboration • Leading is a group process. • Think about issues of privilege. Explore differences. • Common purpose • Focus on mission & vision. • Promote ownership of process and product. • Controversy with civility • Expect and encourage productive conflict. • Encourage trust. Create safe space. "The conventional view serves to protect us from the painful job of thinking."

  15. Questions for Discussion • How can you individually become more willing to dissent? • How can you support others in dissenting? • What specific changes could be made to your organization that would allow for more dissent to occur OR for dissent to be taken more seriously? “The dissenter is every human being at those moments in his life when he resigns momentarily from the herd and thinks for himself."

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