The construct of any governing or managing body or system depends on loyal opposition engaging with the majority in ways that bring out the best of consensus. As in “two heads are better than one”. The same holds true for organizational structures that bring diverse skills and perspectives meant to create strong discussions and stronger solutions. I realize that many believe they alone are right and that discussions are an unnecessary bother, but without it there’s no telling if the results are in fact the best. In our consulting, we often frame the need for and benefits of critical thinking, found less in telling than in listening, based less in certainty than in curiosity, and sharpened less because of little use than by constant whetting of the creative stone. Active disagreement in a thoughtful and responsible way allows for critical analysis and potential improvement through constructive engagement. It’s less about criticism than it is a means of achieving excellence. It’s less about loyalty to a party, platform, person, or cause than it is to the common good (of a country or company). Ask yourself whether you’d rather be right or happy – the latter is situational and fleeting, the first is something worth working towards. And it’s not about winning or losing (although that’s a popular notion), it’s about creating something that is the best for all. In this light, it’s about being loyal to the notion of being intelligently, conscientiously, and respectfully engaged today.
Bainbridge Colby (1869 – 1950): American politician and attorney who was a co-founder of the United States Progressive Party and Woodrow Wilson's last Secretary of State.
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