Boost Your Leadership Skills By Differing Without Dividing

In any problem-solving situation, we all know how common it is for people to come into the process with a biased view, or a lack of information. This can instantly compromise the group’s ability to create an optimal solution. So, how do you move forward?

As a leader, you need to set your team up for success.

As a leader, you need to set your team up for success by using effective tools and strategies that will, ideally, leave all parties feeling like they have a better understanding of the situation at hand, and of the potential for all solutions that are brought to the table. One of the best ways to do this is by encouraging “differing without dividing.” It is an important skill for creating the best possible solution and can be supercharged by combining it with another tool I use daily called STP (which stands for Situation, Target, Proposal). I’m literally using “switch and commit” with our executive team – and it works!

This team is a high functioning and effective group and the goal, when problem-solving, is to have us all commit to a commonly accepted target (or end of process) without causing a huge and unnecessary rift. So, we begin our one-on-one conversations by agreeing on what the end point (target) is. Defining the target and situation is a crucial first step, as conflict can arise when there’s a lack of information about either. If you start your meeting without a defined target, get your team engaged in the problem-solving process by asking clarifying questions – at its most basic level, what are the facts of our current situation and what problem are we trying to solve?

Next comes the proposal – we want to close the gap between the current situation and how we’d like things to be. This is where we start the ball rolling and bring in “switch and commit.” Each member of my team has their own preferred view and after hearing that perspective, I ask them to switch and argue another, differing, and opposing viewpoint. It’s challenging, but it’s effective. Being open to an opposing view or solution allows for better understanding and better problem-solving. The objective is to remain unified – to come together and develop the best proposal or solution for the given situation. As a leader, you don’t want unnecessary conflict or for your team to walk away feeling more divided on an issue.

Now, when is this approach most effective? This technique in the leadership tool kit is not intended for determining “where to eat lunch.” It is an effective process that often plies open opportunities or solutions not originally considered, and is best used when challenging issues that require compromise and an abundant outcome (that initially may feel like a loss). It can be utilized one-on-one or in team meetings. The source for this tool is reinforced and attributed to a Stanford blog that refers to a recent Barnett Talks article. The following outlines the author’s approach: 

“I prefer ‘switch and commit.’ The goal is still to end up committing at the end of the process, but during the decision I want the participants to switch roles. The person disagreeing with you needs to take your position and argue it well. Similarly, you must argue the other’s view well. You can think of the approach as devil’s advocacy taken seriously by both sides.

I first tried ‘switch and commit’ when teaching a controversial topic at Stanford. For the first assignment, the students had to state their position on the topic. For the second, big assignment, they had to write an essay taking the opposite view. (They did not hear about the second assignment until after they handed in the first.) The end results were some fantastic essays, because the authors were legitimately skeptical.”

The author goes on to note how he currently uses this technique for hard-hitting business topics. It doesn’t always work because some people struggle to open themselves to an authentically opposing viewpoint. He goes on to say though… “An exceptional leader (and I might add… colleague…) appreciates the value of differing without dividing.” I agree. No technique is foolproof, but what makes this one unique is its ability to compel people to step out of their comfort zone and really examine all solutions for their core attributes. At the very least, it will help foster a sense of mutual respect between those with opposing viewpoints.

Intentionally encourage people to argue another person’s perspective in real time in group meetings.

Let’s end with a few “Character Moves” to assist you in utilizing the “differing without dividing” technique and achieving success with your problem-solving.

1. Encourage “differing without dividing” by practicing and using the “switch and commit” tool. Your best leaders and teammates will commit to the end goal or “target” and then be prepared to vigorously explore a differing and ultimately not divisive dialogue.
2. Intentionally encourage people to argue another person’s perspective in real time in group meetings. It creates greater understanding and empathy. It also promotes ideas that spring from constructive and creative abundance. For example, how do I make this a win versus a loss.
3. Ask switchers to not only pursue the other viewpoint from a content perspective, but also track the feelings or emotions that ride along with the “switch.”

Differing without dividing.

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