What are you arguing about?

 

 All firms have strategies and cultures. But sometimes the quickest and surest way to gain valuable insight into their fundamentals is by asking, “What’s the most important argument your organization is having right now?”

The more polite or politically correct might prefer “strategic conversation” over “argument.” But I’ve found the more aggressive framing most helpful in identifying the disagreements that matter most. Of course, there’s frequently more than one “most important argument.” And arguments about which arguments are most important are — sorry — important, as well. (If people insist there are no “most important arguments,” the organization clearly has even bigger unresolved issues.)

The real organizational and cultural insights — and payoffs — come not just from careful listening but recognizing that, as always, actions speak louder than words. What role is leadership playing here? How is the CEO listening to, leading, or facilitating the argument? Is disagreement viewed as dissent? Or is it treated as an opportunity to push for greater clarity and analytical rigor?

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What a great question:

What is the most important argument your organization is having right now?