[bretthellman]

I respectfully disagree. Steve Jobs used to talk about how a great team is like the Beatles. They were four really talented people that balanced each other and the total was greater than the sum of the parts. It's hard to imagine the Beatles didn't disagree with one another and I would bet they eventually learned how to have productive disagreements. This is our attempt to define that best practice and help new hires be successful as we grow the team.

The sooner a company establishes how to have productive conversations and unlock everyone's potential the better.

https://www.youtube.com/watch?v=1QfK9UokAIo

[michelpp]

You didn't really address the GP's point however. How does this process apply to larger organizations? How can it apply across layers of a hierarchy? I don't see how bringing Jobs up helps explain it, he was certainly not the type of business leader known for his equitable disagreement process.

Don't get me wrong, I'm intrigued by the concept of formally surfacing disagreement. But the example in the blog post is trivially contrived. What happens when the disagreement is between two different but balanced work paths each with high risk and more unknowns than knowns? How does this disagreement process jive with the scientific process, where competing hypotheses are explored by experiment?

[unethical_ban]

You're asking for a grand unified theory of solving problems across domains and multi-organizational structures. That was not what is being presented.