INCLUDE PEOPLE WO DO NOT AGREE.

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How often do you disagree at work? Is it something that worries see or you sense opportunities in in disagreement. Haiya ndimulombwele oshiima shimwe “Let me tell you something.”

Over the years, I have observed that normally at work or even just in our homes under normal setting; disagreements may arise and generally they arise from two sources. First it may
be attributed to differences in information and knowledge and secondly differences over fundamental assumptions or values; and these two are important sources of learning.

In my years of practice Strategy and in helping teams to shape the future, I noticed that many times those with different views are excluded in process initiatives and planning by leaders and seen as rivals. This outlook may be attributed to many aspects including fears of stifling ideas, insubordination, and many others that you may think of; I mean this is no emerging topic.

That as it may; in the field of visioning and projections, disagreement is viewed as check and balances and a perfect peer review of expanded ideas. Including people with different assumptions assists the business unit and organisation to have a wider perspective on new projects or proposals; this helps to improve as necessary before launching.

As a leader or strategist, we should view disagreements as a mechanism to enable the best possible decision-making. So, if you must learn something today, initiatives deliberate differences in work place I order to provoke thought; this will ultimately make decision making more robust. Establish an atmosphere where legitimacy disagreement is allowed to flourish. Therefore, managing teams includes people who can express dissenting views yet work towards a common objective.

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