Becoming an Effective Dissenting Voice
How can we communicate dissenting viewpoints successfully?
Assertively offering a dissenting viewpoint is simple for some people, more difficult for others. Communicating in such a manner that inspires other people to listen to your contrary communication is a skill. This article discusses how you can succeed.
The conversation includes: Margot Faraci, who spent two decades in corporate business in Australia, leading cultural transformations and hosts the Heart & Hustle Podcast; and Benjamin J. Cline, Ph.D., a professor of speech and communication and chair of the department of humanities at Western New Mexico University.
Something has to be getting in the way for us to avoid dissenting when we feel or know it should be done.
“Fear is what mostly gets in our way when we feel compelled to express dissent,” Faraci says. “This fear might manifest itself as:
Blaming it on hierarchy: “I can’t disagree with them, they’re the boss.”
Unwillingness to stand out or be wrong: “I’ll feel stupid if I’m not right.’
Avoidance: “It won’t make a difference anyway.”
Diminishing the other person: “He/she is an idiot, what’s the point of speaking up?”
Not wanting to create discomfort: “I don’t want to upset him/her.”
“Anytime we speak up in a group, whether it is dissenting or not, it is natural to feel a bit of apprehension,” Cline says.
He speaks to what’s behind it.
“There are a number of reasons that we are apprehensive about expressing dissent and many of them are good,” Cline points out as he talks about what is most prevalent.
“Dissent can cause a competitive climate to exist within a group as disagreeing parties try to prove their own points,” he says. “That competitive climate can produce a lack of cohesiveness within a group or team. When cohesiveness goes down, we lose productivity.
“Furthermore, no group can function unless all of the group members set aside some of their individual desires for the good of the group. Dissent can feel like we're pushing our needs and wants onto others. No one wants to be that person.”
These aren’t all the reasons however that could be problematic.
“There are some darker reasons we refrain from dissenting,” Cline states. “Sometimes we fear repercussions. Sometimes we do not have adequate respect for our own viewpoint. So, we silence it. Sometimes, we think that if our ideas were correct, someone else would have mentioned it. This last example is called ‘groupthink’ and is detrimental to groups and organizations.”
When we’ve made the decision to express dissent and struggle to create the understanding and acceptance we are striving for and thus headway, we may see a figurative “stop sign.”
“Our perception of when a situation gets too hot or too cold can act as a stop sign,” Faraci’s experience has shown. “When you’ve stopped listening and the other person is talking over you, or vice versa, that’s a sign to stop.
“And when either of you stops engaging altogether, that’s also a sign that you’re not progressing. In either situation, shift the energy,” she adds. “You won’t get anywhere if you keep engaging the same way — and you might make the situation worse.”
Culture plays a role in the perceived acceptance of disagreement and thus, people’s confidence.
“Certain communication environments can have a chilling effect on the expression of dissent,” Cline says. “If, in the past, dissent has had negative repercussions on the dissenter, we are unlikely to want to dissent. If a group or organization as an entrenched hierarchy and a person in power heads off our dissent, that can end our dissenting voice abruptly.”
It’s not just an environment though, Cline adds, that can “squelch our dissent.”
Sometimes once we express our opinion aloud and receive feedback, we realize that we were incorrect and will withdraw our dissent,”” he says. Sometimes our dissent triggers strong emotions in either ourselves or others and we need to step away for our own mental health. Sometimes we find that we are alone in dissenting and decide our dissent won't do any good anyway.”
Maybe we can better communicate disagreement and have it be clearly listened to, understood, respected and hopefully, often heeded.
“The best way to communicate,” Faraci asserts, “is to ensure we've listened before dissenting. We must listen to understand, not respond. We must ask ourselves, why is the other person holding that opinion?
“If it’s making you uncomfortable, why?
“Learn about yourself. Are you uncomfortable because listening to the other view triggers insecurity in you? Or because you truly believe it is going to lead to the wrong outcome? Ask questions and deeply understand the drivers for the other person,” she advises.
Building a culture that can tolerate disagreement as necessary and valuable and not personal can be additionally helpful, Cline says.
“The best thing that we can do is cultivate an environment in our groups and organizations where respectful dissent is encouraged and rewarded,” he recommends.
“Watching other people's nonverbal feedback and encouraging them to dissent when you think they might have a different point of view and being grateful for it even when you disagree goes a long way toward setting up a positive environment for your own dissent.”
He explains in what this assertion is based and how it works.
“There is a concept that a researcher named Edwin Hollander coined called ‘idiosyncrasy credit,’ Cline says. “If you have already shown the group that you are a team player, that you are willing to set aside your wants and needs for the good of the group, then you can earn the right to have your dissent heard.”
Preparing beforehand may prove beneficial, he adds.
“If a person knows in advance that the person is likely to have a dissenting opinion on an upcoming issue, practicing what one says and how one says it in advance can be very helpful,” Cline suggests. “In those cases, it is also nice to find an ally within the group, even if that ally stays quiet, who agrees with your dissent and can give you the courage to voice it.”
Considering our emotional drivers is necessary if we want to be respected disagreeing.
Faraci additionally offers the directive to “check our intention: Are you dissenting because you’re committed to being right, undermining someone, wanting to win?”
Because, if so, she says, “You’ve got the wrong intention and that will emerge.”
However, “If your intention is to create a greater-good outcome, then go ahead,” Faraci encourages. “The first thing you should say is that: ‘I’m here for the highest good possible — I care about the company’s success, what happens to our clients, etc.’”
Think too about how others feel emotionally when you are planning to — or are in the midst of going against what people are saying.
“Acknowledge and validate the other person’s view,” Faraci says, “and use their language and concepts when doing so. This is why listening at the start is so important.”
How we communicate the dissent is important.
“State that you have a different view, based on your experience, which is unique — and usually different from the other person’s,” she says. “Show how your view can still lead to the right outcome. Offer a solution. Then, hopefully, you can have a spirited debate and lift the solution to a new level.”
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