Rebel Ideas: The Power of Diverse Thinking

Groups typically need a leader, otherwise there is a risk of conflict and indecision. And yet the leader will make wise choices only if they gain access to the diverse views of the group.

When a decision has been made, and there is no turning back, dominance makes sense. Leaders need to galvanise their teams to get the job done. Dissent and diverse opinions are a distraction.

People need to speak up, to offer rebel ideas, safe from the retribution of a leader who interprets such contributions as a threat.

An environment is psychologically safe when people feel they can offer suggestions and take sensible risks without provoking retaliation.

When a decision has been made, and there is no turning back, dominance makes sense. Leaders need to galvanise their teams to get the job done. Dissent and diverse opinions are a distraction. But when evaluating as opposed to executing decisions, or coming up with new ideas, dominance tends to collapse under the weight of its own contradictions. This is where a prestige dynamic is crucial. People need to speak up, to offer rebel ideas, safe from the retribution of a leader who interprets such contributions as a threat.

Psychological safety was far and away the most important of the dynamics we found,’

Most people feel more committed when they are given the opportunity to make a contribution.

Most people feel more committed when they are given the opportunity to make a contribution. It strengthens motivation, boosts creativity and increases the potential of the entire organisation.’

‘There is a time and place for prestige, and a time and place for dominance.

‘There is a time and place for prestige, and a time and place for dominance. Wise leaders are able to pivot back and forth between the two.

And even when discussion does start, the most senior person speaks last, another technique that protects diversity of thought.

innovation.’39 Another technique is brainwriting. Like brainstorming, this is a way of generating creative ideas, but instead of stating the ideas out loud, team members are asked to write them down on cards, which are then posted on a wall for the rest of the group to vote on. ‘This means that everyone gets a chance to contribute,’

brainwriting should have just one rule: nobody is allowed to identify themselves with their written contributions.

‘By anonymising the contributions, you separate the idea from the status of the person who came up with it. This creates a meritocracy of ideas. People vote on the quality of the proposal, rather than the seniority of the person who suggested it, or to curry favour. It changes the dynamic.’

the real choice is not between hierarchy and diversity, but about how to gain the benefits of

the real choice is not between hierarchy and diversity, but about how to gain the benefits of both.

When the environment is complex and uncertain, this is precisely when one brain – even a dominant brain – is insufficient to solve the problem. It is precisely when we need diverse voices to maximise collective intelligence.

It is as if imagining living across national borders helps us to step beyond conceptual borders.

we sometimes need to apply rebel ideas to our own lives.

‘The thing about ideas is that they naturally inspire new ones. This is why places that facilitate idea-sharing tend to become more productive and innovative than those that don’t. Because when ideas are shared, the possibilities do not add up. They multiply.’