Open communication is essential to change learning. Knowledge is useless unless it is widely available to everyone. That means intensive, often prolonged, heated discussion. Ernst & Young compensates consultants for their contributions to new learning. British Petroleum has a process called Peer Assists, which brings diverse groups together to solve problems. The result is that members of the organization are training and learning from each other. As a result of this chapter column you and your organization will learn how to: Create an atmosphere of challenge and dissent without allowing it to drift into hostility and fear. Challenge managers and officers to shift the organization to smaller, more focused business units. Consider the way both GE and Emerson Electric use a combative style, but the battle is between ideas, not people. Although Motorola is enjoying a $33 return for every dollar invested in training, before senior management showed its active support, the same program was producing a negative result. All organizations must convey that learning is important to survival. To do this, they must…

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Retired chairman and CEO of The Pepsi Bottling Group (PBG), Craig Weatherup, observed, “We believed that for change to occur, people had to do three things: develop a conceptual understanding of the rationale and proposed direction of change, internalize and commit emotionally to the new vision, and acquire new skills to ensure that the vision would be realized. Get their minds around it, their hearts behind it, and hands on it.”

To create that same learning environment, organizations are obligated to create an atmosphere of challenge and dissent without allowing it to drift into hostility and fear. Bob Galvin, when CEO of Motorola, challenged his officers to shift the organization to smaller, more focused business units.

• Using deliberately vague terms, he said he saw a need for change and told his officers they would meet in two years and review the changes.

• Officers left the meeting asking, “What the heck did he tell us to do?”

• That was precisely the point. It led to a multi-year process of thoughtful, positive changes.

In Innovation X, author Adam Richardson said, “All the participants should be famil­iar with the research from every vector, and they should participate in analysis of vectors that are outside their specialty. This provides as many fresh perspectives as possible. Do not allow each person to just investigate his or her specialty.”

President Kennedy used a different approach after the Bay of Pigs Invasion had failed. He changed the ground rules by suspending protocol to foster debate. All assumptions were to be challenged. He asked each participant to be a “skeptical generalist.” That is someone who viewed the situation from a broad perspective rather than the narrow focus of a single agency. Essentially, they were having to retrain themselves.

Like learning, discussion must be led. Skillful questions can gently guide a discussion, or they can set the agenda to complete the work. Perhaps you might frame an issue with a question. “Why don’t we consider that proposal in light of the likely responses of current and future competitors?”

Questions can build bridges among participants and link ideas. “Aren’t Jim and Jayne really saying the same thing?”

• The next step for leading the learning process is to listen.

• If you are the leader, don’t interrupt, jump to conclusions, or project your own thinking.

• Avoid being overly critical; don’t respond with a lecture.

Respond positively by offering either encouragement or constructive criticism. Both GE and Emerson Electric use a combative style, but the battle is between ideas, not people. Pepsi-Cola and Serengeti Eyewear employ a more supportive style, but the support is for the person…the ideas are always fair game.

Individual learning is just as necessary for success as group learning. If business owners are to lead learning, we have to start with ourselves. Be open to new ideas. For new ideas to find a home, old ideas must be displaced. Renewal requires constantly seeking out competing concepts and embracing unfamiliar ideas.

In addition, be sure to solicit critical feedback. Harvey Golub, when CEO of American Express said, “When you make a decision, you explain how you made it.” Superior insights may lie elsewhere. Encourage employees to make positive contributions to the organization with what they have learned…train and reward them.

Questions for discussion:

What can we do to eliminate fear of adverse repercussions or negative outcomes as a result of our people challenging ideas and showing dissent?  What rewards might we offer?

How can we encourage our outside suppliers, consultants and strategic partners to openly challenge us with dissenting ideas?

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