Diversity and dissent: why they are important and how to use them to find effe...
summary
Argues that disasters from Challenger to Tenerife and USS Greenville share the same failure: experts in the room aren’t heard, so unknown knowns stay hidden; uses Dave Snowden’s Cynefin sensemaking, story-based sensemaking interviews, Mary Uhl‑Bien’s adaptive space and Ed Morrison’s strategic doing to build networks, run small safe-to-fail experiments, and surface weak signals; recommends active listening, Socratic questioning, finding trusted connectors in the organisation, and moving the centre of gravity with iterative micro‑tests rather than top‑down mandates.
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chapters (12)
- 0:00Introduction
- 1:46Why diversity matters
- 10:00Organizational failures
- 13:17Complexity insights
- 22:20Principles for problems
- 26:35Challenges of dissent
- 30:13Adaptive spaces
- 33:21Social capital
- 36:08Listening and biases
- 40:27Techniques for change
- 42:34Resistance response
- 44:21Q&A
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