If the team has the right composition, each member will be fighting for something unique.
—Liane Davey, Harvard Business Review
Disagreement can and should be built into the teams and organizational culture. Organizations need to make a deliberate effort to build disagreement. This can start with the hiring process, by hiring people who think differently. But it should also be a consideration within organizational design. This can be done by creating divergent pairs or by creating roles with naturally conflicting objectives. Disagreement is particularly important at the executive level , where strategic decisions are made.
Appointing someone to argue the opposite side can be an effective way of injecting disagreement into a process. One method derived from the military is called red teaming , in which a team is appointed to challenge an organization by taking on an adversarial role. Using a persona , like a devil’s advocate is another method of injecting disagreement into decision-making processes.