Decisions formed from a diversity of opinions usually lead to better long-term outcomes. So, when you believe that your team or organization is missing something important, moving in the wrong direction, or taking too much risk, you need to speak up. Done effectively, dissent challenges groupthink, reminds those in the majority that there are alternative paths, and prompts everyone to get creative about solutions.

Dissent In The Team

Six decades of scientific research point to strategies those without formal power can use to make sure their dissenting ideas are heard.<ul><li>First, pass the in-group test by showing how you fit in.</li><li>Then pass the group threat test by showing how you have your team’s best interest at heart.</li><li>Make sure your message is consistent but creative and tailored for different people, lean on objective information, address obstacles and risks, and encourage collaboration.</li><li>Finally, make sure to get support.</li><li>Dissent isn’t easy but it can be extremely worthwhile.</li></ul>

How To Bell The Cat

Perhaps you have indispensable skills, specialized knowledge, or vast experience that allowed you to play a “glue role” in an organization. You answer questions, help people, and amplify the contributions of others.You might also point to mentorship, service, sacrifices, and overdrive mode in the presence of time, financial, and personnel constraints. This will remind people that you accumulated a large number of “idiosyncrasy credits” – that is license to cash in the goodwill you’ve earned and challenge the majority opinion.

Demonstrate how Your Work Has Benefitted the Team

Illustrate that you have the best interests of the group at heart. Show that <a href="https://journals.sagepub.com/doi/full/10.1177/2041386619849085">your primary concern is boosting the team’s chances of success and longevity</a>.Acknowledge potential upfront costs or short-term pain points, but explain that you’re focused on a better long-term future. If you stand to benefit from the direction suggested, address that conflict of interest. You want to inspire trust and evoke <a href="https://hbr.org/2018/09/the-five-dimensions-of-curiosity">curiosity</a>, not fear.

Pass the Group Threat Test

Recognize that mindless repetition doesn’t often work. What triggers and holds curiosity is expressing the same message in different ways. Use anecdotes and stories as well as data. Include precise details on the benefits of ideas. Help people imagine what they will be doing, thinking, and feeling six months and one year in the future. <a href="https://psycnet.apa.org/buy/1998-12834-009">Make the relevance of your message clear</a> to each person and tie it to what is deeply interesting and valuable to them. While you won’t know which arguments will be attractive to whom, you can have a master list from which to choose.

Be Creative with Your Consistency

Label what is a <a href="https://psycnet.apa.org/record/1990-01250-001">subjective opinion and what has supported evidence</a>. You earn an audience’s trust by anticipating their questions and already having answers ready. Show how your own view has updated over time in response to new high-quality information.

Lean on Objective Information

It might feel intuitive to focus only on the positives and what an audience will gain. But it’s important to be upfront about the difficulty of executing your idea and the dangers that might arise as you pursue it. <a href="https://journals.sagepub.com/doi/full/10.1177/10888683211001269?casa_token=-i1GQi9lVQ0AAAAA%3AgZZ-DaM71M6LrF4vYDiL-AwmAS9po8XOp0JoZmDHg0AHIqXl9XVRpD7WtgOM56XiqS09OPqa3vXoOQ">Transparency boosts persuasive appeal.</a>

Address Obstacles and Risks

Reduce the distance between you and your audience. Use “we” instead of “I.” Investigate and embrace the expertise of your teammates and explicitly ask for their assistance to improve on your idea. Show you know their background, and ask them to leverage this knowledge, strength, and skill. Offer opportunities for them to volunteer criticism and refinements.Try also to meet with potential detractors in private (instead of public forums) so you can effectively address their concerns. Let them know how they’ve been helpful and give them credit as contributors to solutions.

Encourage Collaboration

Demanding activities, like dissent, are less daunting when bolstered by friends. Over the past few decades, scientists have discovered that the mere thought of existing healthy relationships allows us to believe that more is possible and act with bravery. When we know allies are just a phone call away, <a href="https://compass.onlinelibrary.wiley.com/doi/abs/10.1111/j.1751-9004.2011.00400.x?casa_token=fHfeDZfceokAAAAA%3APk_WDo3MlE3ko59NXHkWyTWlIGMNETPHwQCXCUAIpS1s5yfO77WvKU42Wge_q8MexoxdUabmKIFFZYi0">we view their capabilities as part of our own supply</a> and can act with more confidence and resilience.

Get Support

Results are not guaranteed, but these seven rules ensure a greater probability of winning over an audience and turning dissenting ideas into accomplishments. What the world needs now are not conventional thinkers but people who dare to differ, deviate, and defy to make their organizations – and society – a better place.

The Bottom Line

Decisions formed from a diversity of opinions usually lead to better long-term outcomes. So, when you believe that your team or organization is missing something important, moving in the wrong direction, or taking too much risk, you need to speak up. Done effectively, dissent challenges groupthink, reminds those in the majority that there are alternatives paths, and prompts everyone to get creative about solutions. Six decades of scientific research point to strategies those without formal power can use to make sure their dissenting ideas are heard. First, pass the in-group test by showing how you fit in. Then pass the group threat test by showing how you have your team’s best interest at heart. Make sure your message is consistent but creative tailored for different people, lean on objective information, address obstacles and risks, and encourage collaboration. Finally, make sure to get support. Dissent isn’t easy but it can be extremely worthwhile.

Stashed ideas

7 Rules for Persuasive Dissent

People's confidence usually matches their ability and the situation. If they're under-confident, they may not take on opportunities that could benefit them. If they're over-confident, they may agree to things when they're out of their depth. As a manager, you should pay attention to the confidence displayed by your direct reports. When they seem overconfident, it's beneficial to help them recognise the reason why they should temper their enthusiasm.

Over- and under-confidence

People often show overconfidence when unaware of how a situation can lead to bad outcomes, even in cases that may seem simple. For example, a client may be considering multiple offers you are unaware of, a competitor may be working on a similar product, or the market may take a downturn just as your company prepares for an IPO. If you’re working with someone who does not recognize the difficulties that situations can cause, it’s important to increase their awareness of some factors beyond their control.

Under-appreciation of the situation

Some people believe they're more highly skilled than they really are. They often fail to appreciate the complexity of expert performance, which adds to their overconfidence.  One way to help is to work with your team on hypothetical situations so that they can get a glimpse of what they still need to learn. You should be explicit about what aspects of their performance they need to improve without undermining their confidence.

Over-appreciation of skills

Overconfidence can lead to arrogance. Arrogant people value their own opinions, skills, and knowledge over that of other people. It can be helpful to talk with these team members about their respect for others in the organization. Reflect on some of their words and actions to help them see how they come across to others. It can also be helpful to point out great things that other people in the organization have done to reinforce the expertise of colleagues.

Lack of recognition of other people's skills

How to manage someone overconfident

The mass exodus of nearly 48 million workers in 2021, known as the Great Resignation, is turning into regret as people realise that the pastures are not greener on the other side. However, people aren’t willing to grovel before their ex-employers or continue to be unsatisfied. Most people are tired of transactional businesses. They want their work to be meaningful. That’s why it would be wise to cultivate a level of trust that connects your team members deeply and create stronger relationships.

People desire meaningful work

We all carry emotional baggage but tend to be less compassionate when we are unaware of what others are carrying. Cultivating intimacy at work means understanding and honouring each other’s tender spots. It requires vulnerability and openness. Try a simple exercise with your team where everyone shares one emotional thing. You set the tone, so go first and share some challenging moments in your life. You may be surprised to see how many people want to open up.

Unpack issues as a group

If a stranger approached you and asked why you work for your company, what would you say? Most employees would say that they had some early success or that it was their first job. However, these answers are either tied to what is unique about the person nor does it connect to the company’s mission. Lead by example: Figure out your “why” and share it with your team. People want to work with others who feel they truly belong.

Find your why

There is value in sharing your story that explains why you do what you do. Think back to the time you first felt unsafe, then consider what you did to feel safe again. That’s your superpower that you probably used to find your way to success.  Giving people the freedom and safety to share their stories will create a positive domino effect. You’ll see your employees be more creative, innovative and confident. They’ll be more willing to take risks at work. This will cause them to realize their personal and professional growth.

Unearth a shared story

Cultivating a sense of intimacy and connection at work

Perhaps you've been eagerly anticipating your annual review or a compensation discussion but are discouraged when your boss says: "I'm sorry, but we're not able to adjust your salary at this point. So check back in six months, and keep up the good work." Despite the setback, some strategies can help you maintain momentum.

Asking for a raise

It's human nature to feel hurt and upset after being denied a raise. In the moment, try to respond diplomatically by taking a few deep breaths and identifying your emotions. You may say: "Thank you for sharing that. Not surprisingly, I'm disappointed that the company can't honour my request. However, I'm committed to bringing my best to the organization and hope to continue the conversation about how I can be more valuable."

Respond diplomatically

Unearth possible barriers and pressures that led to your supervisor’s denial. For example, you may be at the top of the salary band, or the organisation is experiencing hard times. In a non-defensive ton, get more details with open-ended questions:<ul><li>What’s contributing to your decision?</li><li>How are compensation and performance evaluated?</li><li>What could I be doing more of?</li></ul> More information can help guide your decision to stay and advocate for yourself or create an exit plan.

Dig deeper

Consider negotiating for:<ul><li>Flex time or a work-from-home arrangement</li><li>Stock options</li><li>A title change</li><li>More vacation time</li><li>Professional development funds</li><li>Funds to upgrade your home office</li></ul>

Propose alternatives

If you’ve been denied a raise, use the opportunity to your advantage. For example, schedule a follow-up meeting and explain that you want to position yourself for a pay increase. Then engage your boss about what you can do to get there.

Continue the conversation

Highlighting your achievements is vital to building a case for a pay raise. Find ways to publicize your successes and impact, such as offering to present a case study in a meeting with important executives or speaking at a conference or on a podcast.

Master the art of authentic self-promotion

Your boss may be one of several stakeholders contributing to decisions about your career path and whether you get a raise. Consider requesting a meeting with your manager’s manager to make them aware of your work and contributions. Build relationships with other key stakeholders to have more allies championing your advancement.

Seek out additional advocates

While being rejected for a raise can be a blow to your self-esteem, it’s an opportunity for development, and not a step backwards. The author offers advice on how to maintain momentum after being denied a raise: 1) respond diplomatically, 2) unearth possible barriers and pressures, 3) propose alternatives, 4) master the art of authentic self-promotion, and 5) seek out additional advocates.

So Your Boss Refused to Give You a Raise

Pushing back is a critical skill to have in your professional life if you don’t want to be a Yes Man, and instead, be viewed as a peer with innovative ideas.The soft skill of pushing back in the right way can distinguish you.Being able to form an argument for an idea and have the courage to state it can make you stand out in a good way.

Push Back At The Workplace

Having the right motivation of valuing everybody on the team versus predominantly the boss will create a long-term support system for your entire career and demonstrate to your boss that you're a team player.Beware of trying to make a name for yourself at the expense of your peers... you might be working for them in the future.

Define Your Motivation

<ul><li>Be in the right emotional state to effectively challenge your boss.</li><li>Actively listen and actively listen.</li><li>Say it in the form of a question rather than an assertion.</li><li>Time it right.</li><li>Use inclusive language.</li><li>Do not challenge someone in front of a large crowd.</li></ul>

Be In The Right Emotional State

Make sure your heart is pure and in the right place, you can live with yourself no matter the outcome.When you decide to push back and challenge someone, make sure the target of that argument is the idea, not the person.Change is not easy and sometimes it takes time for the other person to realize you have a point.Be graceful and give it time.

Say What Your Heart Says

3 questions to guide you successfully to push back in the workplace. A critical skill in your professional is to be viewed as a peer with innovative ideas.

7 Rules for Persuasive Dissent

How to manage someone overconfident

Cultivating a sense of intimacy and connection at work

So Your Boss Refused to Give You a Raise

How To Challenge Anyone and Anything

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