I Don't Agree. Michael Brown
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Название: I Don't Agree

Автор: Michael Brown

Издательство: Ingram

Жанр: Управление, подбор персонала

Серия:

isbn: 9780857197665

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СКАЧАТЬ differently?

      Definitely.

      Knowing how to… that’s a different matter. Of all the questions I asked myself in the period of reflection that followed, one kept coming back: did my partners have a position in the argument that was at least as valid as mine? It took me a long time to reach any kind of position on this. Only now, with the benefit of hindsight, can I confirm that yes, they probably did.

      Actually, what a dick, I’ve done it again – strike the word probably from that previous sentence. Even now, after all this time, it’s hard to work against my own attribution bias and give some credit to the other side’s position.

      The most important lessons from this were:

      Firstly, disagreement is a powerful motivating force, capable of driving massive economic, political and social change – for good or bad. Which outcome is good and which bad is often subjective. My positive might be your negative and vice versa.

      Secondly, in the wider world of global economics and geopolitics, where most of us think we have little sway, when an outcome is recognised by almost everyone as truly terrible, it’s likely that a failure to take perspective triggered a series of escalating tensions until things got really out of hand.

      Thirdly, changing the world is a mammoth task, but, as with all big tasks, widescale change happens when people act to affect their local spheres of influence.

      We can all effect change at work, particularly given we spend increasing time there. That’s good, because research confirms it’s the single biggest cause of stress and conflict. We can all effect change among our friendship groups and at home with our families. We can all effect change in our communities and in society.

      In doing all or any of this, you will almost certainly disagree with someone else’s world view – but guess what? It’s OK to communicate that to them. It’s equally OK for someone to disagree with your beliefs. That’s normal human discourse. This is the culture I’ve tried to build in my pocket of the world, inside the enterprise I went on to launch. Thankfully, I persuaded some of my old team to help get that out of the traps – and guess what? We disagree fairly regularly.

      But it’s how such disagreement is couched that counts, and how we work through it together. What the world needs right now is a new consciousness that recognises compromise, not as an individual loss or concession of ground, but as a collective victory that will benefit all parties on every side of an argument.

      You can still say ‘I don’t agree’; it won’t stop you from being a successful leader. You can say ‘I don’t agree’ and get promoted, achieve great things and be a better partner. You can still disagree and be more contemplative than conquistador. You can still disagree and be more meditative than marshal, and you can still disagree and be more agreeable than aggressive.

      And if it fails… at least you can’t start a fight on an empty planet.

      Step one: Do the Maths

      Why we are all experts at arguing

      One of the most common observations about children without siblings is that they are worse at negotiating than children who grow up in larger families. The latter’s skills are honed by having to entice a brother or sister to share their Lego Star Wars Battle Cruiser, or swap the last green triangle in the Quality Street for one of those yellow toffee pennies that always get left in the tin (at least in my house).

      The idea that people have varying degrees of such skills may suggest to you that we possess a kind of innate propensity for collaboration and compromise. Buried somewhere in all our strands of DNA, there’s a diplomacy gene. That would be the optimists’ view.

      But for those of a less sunny outlook, it’s easy to contend that we have no instinct for conflict resolution at all. Any skills we do have are hard won – and need to be nurtured.

      Happy families!

      Extrapolate that over a whole childhood, and you get a lot of practice at having a barney. For me, this is evidence that backs up a growing suspicion of mine that we have a species-wide inclination to fall out over stuff; it comes naturally. We might even genuinely have a gene for it (we’ll explore that later), and worse, every one of us may possess genius levels of ability at being disagreeable.

      Malcom Gladwell’s 2008 bestseller Outliers describes the factors behind the success of those people who make mortals like you and I feel inadequate: high achievers in fields like business, law, politics, science, sport and popular culture. Outliers introduced the world to the now famous 10,000-hour rule. This is the minimum benchmark level of practice ambitious individuals, hell-bent on world domination in a particular field of endeavour, need to invest in order to rise to glory.

      Gladwell famously did the maths on a broad sweep of luminaries, from Bill Gates to The Beatles, and found that they had all put in a 10,000-hour shift practising the things that later made them famous and/or rich. Annoyingly for us slackers, they had done so by the time they reached a very young age. In Gates’s case, before his 15th birthday. (Mum, if you’re reading this, I’m going to call you later to ask why the hell you didn’t drag me out of bed earlier in the day when I was a nipper!)

      Now, keep the 10k rule front of mind and let’s return to Kramer. She contends that 3.5 sibling conflicts eat up around ten minutes in every hour. If that’s true, then this means – assuming they do actually get the recommended average of ten hours sleep – kids aged three to seven achieve 2.33 hours of meaningful practice during waking hours each and every day.

      Doing yet more maths, the product of 2.33 × 365 × 5 (beginning at age three to end of age seven) is 4,252 hours. Not too far off halfway to 10,000. While no specific research has been undertaken on the frequency of sibling conflict in middle childhood, from age eight onwards, or in early adolescence, I have a sneaky feeling we can bridge the gap, and even surpass Gladwell’s rule, before we reach the age of 15.

      Here’s the why and how.

      While it may be hoped that sibling conflict reduces in middle childhood, and further again in adolescence, arguments will still happen – a lot. I know this because, while there’s no research on frequency, there have been many academic studies investigating the outcomes of sibling conflict at both of these life stages. This suggests to me that we, as quarrelsome kids, kept quarrelling in later childhood with enough regularity to justify expensive academic research to find out why.

      For example, ‘Young Adolescents’ Conflicts with Siblings and Friends’, by Dr Marcela Raffaelli (Journal of Youth and Adolescence, 1997), found that two-thirds of verbal rucks ended in the total submission of one party or without any kind of agreement at all. In ‘Siblings’ Reports of Conflict and the Quality of Their Relationships’, Christina M. Rinaldi, author and professor at the University of Alberta, and Professor Nina Howe found that kids in middle childhood reported conflicts involving destructive, rather than constructive, tactics. This led to unresolved СКАЧАТЬ