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In Defense of Troublemakers: The Power of Dissent in Life and Business First Edition. Edition Charlan Nemeth
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Copyright
COVER
TITLE PAGE
COPYRIGHT
DEDICATION
ACKNOWLEDGMENTS
PART I
MAJORITIES VERSUS TROUBLEMAKERS: THE ART OF
PERSUASION
1 NUMBERS RULE
2 EVEN ONE DISSENTER MAKES A DIFFERENCE
3 DISSENT AS AN ART IN CHANGING HEARTS AND MINDS
PART II
CONSENSUS VERSUS DISSENT: CLOSED MINDS VERSUS OPEN
MINDS
4 CONSENSUS NARROWS THINKING—AND KILLS RATIONALITY
5 DISSENT DIVERSIFIES—AND STRENGTHENS THINKING
PART III
GROUPTHINK VERSUS GROUPS OF THINKERS
6 GROUP DECISIONS: OFTEN IN ERROR, NEVER IN DOUBT
7 BETTER DECISIONS: DISSENT, DIVERSITY, AND DEVIL’S
ADVOCATES
8 CONCLUSIONS
THIS BOOK WOULD NOT HAVE BEEN WRITTEN WITHOUT THE influence, over
a lifetime, of three professors. This is a deeply personal book, and
their influence has been both professional and personal. It is seen in
the issues that are covered and the approach I take in thinking
about them. Their influence is seen even in my choice of profession.
With gratitude, they are cited in the dedication.
Len Berkowitz is responsible for keeping me in the field. I wanted
to quit after one year of graduate school, and then searched for
possible jobs—and got them—but I still searched for something
meaningful. Len found a way to keep me in social psychology. He
arranged for a one-year research assistantship with Henri Tajfel in
Oxford in the hopes that I would find that meaning. He was right.
I should probably credit Monsanto for keeping me in the field as
well. They offered me my choice of two jobs, one as the number-two
person in public relations. During the interview with the number-one
person, he made it clear that he would offer me the job but advised
me to turn it down. He felt that Monsanto would not be able to
satisfy my intellectual interests and that I should finish my PhD. He
did offer me the job, and I did take his advice.
Henri Tajfel made me care again. A vibrant, brilliant, and
sometimes crazy-making Polish Jew who spent five years in a POW
camp during World War II, Henri had a sense of important issues,
and he set out to solve the heady issues of intergroup relations in
particular. Away from my own country for the first time, and finding
purpose and excitement in the studies we did, I resolved to continue
in research. It was Henri who brought me and Nick Johnson to one
of the very first meetings of what would be the European Association
of Social Psychology. It was a small meeting consisting of the
“chairs” of Europe—and myself and Nick. We were the only students
—Henri didn’t believe in rules. At that meeting, I met Serge
Moscovici.
Serge was to prove to be the greatest influence on my career.
Another Eastern European Jew out of the World War II era, he was a
true Renaissance man, deeply educated and immersed in everything
from the history of science to political science to sociology. More
than anyone, Serge understood the potential power of minority
voices. I was lucky enough to have a visiting professorship with him
and also with Henri shortly after receiving my PhD. The time was
prescient. Serge had recently completed the first experimental study
of how minority views can persuade.
These three professors were also important to me personally. Len
was especially important in the early days. He kept me in the field
with his wise counsel every time I considered an impulsive change.
He was there for me at difficult times, such as when my mother
abruptly died, and at other times as well, such as when I was ready
to make a stupid decision. Henri experienced and understood
tragedy perhaps more than anyone I ever knew. And yet, my
memories of him always include humor. He was warmly aware of
how comical we all are, pumped up with our self-importance. And
yet, the conversations were always serious when we discussed social
identities, prejudice, and intergroup relations. Over three decades,
Serge was the one whose advice I always sought, whether it was on
job changes, marriage, or any of the slings and arrows that come
our way throughout life. He may be one of the most brilliant and
complex individuals I’ve ever known. No one, in my judgment,
understood influence and power better, and he never studied those
issues in a vacuum. He convinced me that all research must be
applicable to the world around us.
I owe these three professors a great deal. They have now all
passed away, Len being the most recent. In fact, he died as this
acknowledgment was en route to him. I mourn the three of them.
Among the other professors who have had a significant impact on
my thinking and on my professional and personal decisions are Milt
Rosenberg, Karl Weick, and Bob Zajonc. They are each special in
their own way. Thanks are also due to the wonderful students I have
known over the years, including Keith Brown, Cynthia Chiles, Jeff
Endicott, Jack Goncalo, Julie Kwan, Ofra Mayseless, Alex O’Connor,
Rhonda Pajak, John Rogers, Jeff Sherman, and Joel Wachtler. I
thank them from the bottom of my heart.
At a personal level, there are no people more important than my
two children, Brendan and Lauren. Both exceptionally accomplished
in their own right and independent (to a fault), they are the children
I raised. They truly are the ones who taught me what is important
and how to love. They are the first to keep me humble, though
Brendan’s children are showing signs of taking over in that realm.
Writing this book has been a long and reflective process. It was
done around surgery, numerous medical tests, and a host of other
issues. Through it all, I owe a debt of gratitude to my agent, Max
Brockman. From the time he contacted me, he has remained a
guiding light. He is a truly good human being, as well as smart,
understanding, and extraordinary at his job. And then there is my
editor, T. J. Kelleher, who I knew was the “right one” from our very
first telephone conversation. He has been invaluable, as has been his
assistant editor, Helene Barthelemy.
I must also credit Jonah Lehrer, for it is he who brought me to
the attention of Max Brockman by his brilliant coverage of my
research in his interviews and books and especially in his New Yorker
article. And then there is my former graduate student, Alex
O’Connor, who was so knowledgeable and helpful in checking the
accuracy of the manuscript and the references—and especially in
giving me feedback as to what was interesting and what was not. I
must also thank the Abigail Hodgen Reynolds Fund and the College
of Letters and Science dean at Berkeley, Carla Hesse, for a good
portion of the funds to pay Alex.
I am also grateful to the many members of the Northern
California chapter of the International Women’s Forum for giving me
many interviews and support throughout the process. And critically, I
want to thank two wonderful doctors who are the smartest and most
caring people imaginable. They made me laugh during some dark
times. Thank you, Jesse Dohemann and Jacob Johnson.
My final thanks go to all the wonderful cafés in San Francisco that
permitted me to sit for long hours over my computer, even when I
bought only a few cups of coffee. Perhaps I also owe thanks to Peter
Rothblatt, my physical therapist, who took the kinks out of my neck
and shoulders from those long periods of concentration.
INTRODUCTION
FEAR CONSENSUS, LOVE DISSENT
How could this have happened? Not because of any of the “usual
suspects.” There was no inexperience or dereliction of duty among
the crew, nor were drugs or lack of sleep a factor. One important
reason the tragedy occurred was that the crew members didn’t
speak up—or at least, not with conviction. Why?
Real-life situations are always multiply determined. There is never
one reason for a sequence of events. Several possibilities come to
mind in this case. Perhaps the crew just followed authority, the
captain, who was focused on the landing gear. Perhaps the stress
prevented them from noticing the fuel level; studies show that high
levels of stress narrow attention. Still, when they did notice that the
fuel was low, why did they not realize what that meant? Why
weren’t they aware of the danger it posed? Why did no one speak
up?
I would suggest that the consensus itself inhibited the expression
of dissent but also shaped the crew’s thinking to that perspective. It
was not just where the crew’s attention was focused that was a
problem, but also the information they sought, the alternatives they
considered, and the strategies they employed. Once everyone was
on the same page, all focusing on the landing gear, they narrowly
viewed the situation only from that perspective. They sought
information about the landing gear. They considered alternatives
only within the context of the landing gear problem. They did not
consider the possibility that such a focus had a downside. When
faced with information pertinent to another problem—namely, the
fuel situation—they failed to fully consider it or to appreciate the
growing danger. In fact, they did not even calculate the amount of
time remaining before they would run out of fuel. We see the
consequences of this thinking in the National Transportation Safety
Board accident report’s summary of the last thirteen minutes of
United Airlines Flight 173.
“That’s it” when reporting a low fuel level of 3,000 pounds? Why
did no one shout, “We’re running out of fuel!” or, “We’re running out
of time and need to land!” Everyone seemed to be in agreement,
busily trying to find the problem with the landing gear. Even the
captain asked, “Why?” when told they had lost an engine. No one
seemed to appreciate the importance of the low amount of fuel
remaining because they had only one focus.
Which of us would have thought differently? Which of us would
have spoken up? Doing so would have meant challenging the
captain and the crew members who were all “on the same page.”
More importantly, which of us would have even noticed that the
plane was out of fuel? When everyone is focused on one thing, they
all lose sight of relevant information and options. What we will see in
this book is that consensus creates one focus—the group’s. It causes
us to miss even the obvious.
In this example, most people recognize that dissent could have
had value if it had been correct. If someone had spoken up more
forcefully about the diminishing fuel, the crew might have paid more
attention to it. Even then, we know that people do not always follow
the truth. Not only does it depend on who holds the truth, but
people are more inclined to follow the majority than the minority,
right or wrong. However, what is less recognized is that dissent has
value, even when it is not correct.
What we will see in this book is that the value of dissent does not
lie in its correctness. Even when wrong, dissent does two things
directly pertinent to the example. It breaks the blind following of the
majority. People think more independently when consensus is
challenged. Perhaps more importantly—and this is the core message
of this book—dissent stimulates thought that is more divergent and
less biased. Dissent motivates us to seek more information and to
consider more alternatives than we would otherwise, spurring us to
contemplate the cons as well as the pros of various positions. I
would hazard a guess that had someone on United Airlines Flight
173 challenged the focus on the landing gear, the crew’s thinking
about other possible problems—including most likely the fuel—would
have been stimulated.
I worry when I see colleagues and friends parse their words or
remain silent about their objections when they see the presence of
the will of the majority. I worry when I watch individuals with a
strong need for control at the helm of groups. Whether it is in an
organization or a start-up, in a cult or on the board of a co-op
building, we see how power coupled with a need for control can
manifest itself in hubris and a tendency to silence opposition. Rather
than encouraging a culture that welcomes different views, such
leaders make sure that dissent is not present—or if it arises, that it is
punished. I have even seen board contracts with a friendly “be a
team player” provision cautioning new numbers to “respect the
collective authority… by not undermining majority decisions… even
when [they] may disagree.” The message about dissent is clear. It is
not welcomed.
The claims of this book are broad, but I don’t want you to take
them as pronouncements. I don’t want to persuade you through
stories, counting on your intuitive acceptance of the claims. I want
to persuade you by research facts, drawn from research that has
held up over time and in multiple settings.
When I do use narratives, it’s to illustrate the range and
applicability of the ideas I discuss, informed by the research. They
range from the United Airlines disaster to Edward Snowden’s
revelations about the National Security Agency (NSA), to the
Jonestown massacre, to the decision-making procedures of
successful hedge funds. My own interviews with CEOs add to the
mix. My aim is to help you recognize the patterns of influence in the
groups to which you belong yourself and their effect on the quality
of your own thoughts and decisions. This book will address the
complexity of influence processes and hopefully will cause you to
reconsider advice that overestimates the value of consensus and
underestimates the value of dissent.