Why Top IT Companies Foster a Culture of Disagreement and How to Do It Right

Disagree & Commit

From my experience, In the fast-paced environment of product and team development, two factors consistently lead to success:
– Speed
– Quality of Solutions

However, everything has its cost. The “Disagree & Commit” principle allows us to achieve these benefits at a reasonable price.

This principle is actively embraced by leading IT companies such as Intel, Amazon, Netflix, and GitLab.

DEFINITION

“Disagree and Commit” is a management strategy that permits individuals to express dissent during decision-making.
However, once a decision is finalized, everyone must fully commit to its execution. This approach circumvents the “consensus trap,” where a lack of unanimous agreement leads to inactivity.

Consensus Consensus is general agreement among a group of people

EXAMPLE FROM EXPERIENCE

Four years ago, in a Miro meeting room, we were in endless discussions without an ideal architecture to meet all stakeholders’ needs. As time dwindled and motivation waned, our backlog became overwhelming, resembling the endless tasks of a well-known Brothers Grimm fairy tale.

Implementing the “Disagree and Commit” principle was the breakthrough we needed to move forward.

The concept was first popularized by Scott McNealy and has since spread like wildfire, revolutionizing decision-making.

5 REASONS TO USE THE D&C PRINCIPLE

1. Speeds Up Decision-Making: Reduces lengthy external discussions.
2. Avoids the Consensus Trap:
– Case: The majority is silent, not in agreement, due to various reasons.
– Case: Decisions are so critical that no single person wants to bear full responsibility.
3. Reduces Burnout: Continuous debates without resolution can exhaust teams.
4. Increases Transparency and Engagement: Everyone feels part of the decision-making process.
5. Enhances Quality and Prevents Sabotage: By allowing dissent yet requiring commitment, employees ensure flawless execution, demonstrating that any failure is due to the concept rather than its execution.

First references The concept was first popularized by Scott McNealy and has since spread like wildfire, revolutionizing how decisions are made.

CONSIDER THE NUANCES

– This principle is less effective in environments where diverging from management’s opinion is seen as sabotage.
– The chosen path might ultimately be incorrect. However, this risk is mitigated by the time saved, weaker alternatives discarded, and valuable experience gained.