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Power of constructive doubt: Why the best decision makers embrace uncertainty
Leaders often crave certainty, but research and failures like the Challenger disaster show that embracing uncertainty and dissent can improve decision-making—or prevent costly errors.
“I’d rather argue against a hundred idiots than have one agree with me,” said Winston Churchill.
Does how you think matter more than what you think? Can the best match often be a mismatch? In management meetings, is having everyone nod their heads in agreement, being congruent, always a good thing? Do we lust after the beauty of certainty when many business decisions are ugly, ambiguous and clouded? Do we tend to make up stories, relying more on wishful thinking rather than evidence?
