Today, a recurring theme emerged at work that highlighted the importance of the “Disagree and Commit” principle. Through conversations with a couple of colleagues, I was reminded of the challenges - and opportunities - that arise when team members have differing opinions on strategy and direction.
Diversity of thought is a strength in business. Rarely is there a single, universally “correct” answer to complex challenges. Often, we face multiple valid options or navigate through uncertainty. At Dékuple, we might decide, maybe, to become marketing specialists in, for example, insurance. Or we might decide to broaden our horizons to several industries and sectors. Or we could decide to provide standardized services; or maybe it would be best to provide tailor-made, customized services. These are complex decisions. And this is where the beauty of disagreement shines – it pushes teams to thoroughly evaluate all possibilities before moving forward.
The real challenge comes after a decision has been made. This is where the “Commit” part of “Disagree and Commit” becomes crucial. It's about channeling our energy from debate into unified action.
Consider a rowing team: their strength comes from synchronized strokes, all pulling in the same direction; they cannot afford to have a rower that disagrees and stops rowing or, worse, rows backwards (if that were physically possible, that is). Or a motorcycle duo: driver and passenger must work in harmony to navigate safely. In soccer, once the coach decides on a 4-3-3 formation, the entire team adapts to make that strategy successful on the field, and all players must follow that strategy. What would happen if one player decided to show his disagreement by not running as hard?
At Dékuple, we're cultivating a culture where voicing disagreement is encouraged during the decision-making phase, but unwavering commitment is expected once a course is set. This balance helps us make the right decisions - even though there will always be someone who disagrees - while ensuring efficient execution and maximizing our chances of success.
This principle, of course, isn't unique to us. It's a well-known principle, and a cornerstone of success for many leading organizations:
From Amazon's leadership principles:
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. [...] Once a decision is determined, they commit wholly.
From Netflix culture:
We’ve learned that the best ideas can come from anywhere, which is why we expect informed captains to seek out different opinions and listen to people at every level. [...] After a decision is made, we expect everyone, including the people who argued for a different approach, to disagree then commit. This helps ensure the outcome is as successful as possible.
From Gitlab's values:
When a decision is in place, we expect people to commit to executing it. Any past decisions and guidelines are open to questioning as long as you act in accordance with them until they are changed.
From 37Signals "catalog of ideas" (this one is a particular favorite of mine):
Consensus is cozy, but broad agreement is not our aim. The right decision is. Which is why we take the time to think, debate, persuade, listen and reconsider and then, someone, decides. If you disagree, that’s fine, but once the decision is made, it’s time to commit and support it completely.
“Disagree and Commit” isn't about silencing dissent or enforcing blind obedience. It's about fostering an environment where diverse ideas are welcomed, rigorous debate is encouraged, and then – crucially – the entire team rallies behind the chosen direction with enthusiasm and dedication - despite initial disagreement.
