Debate Becomes the Divider!
On March 22, I wrote a piece in this blog about the importance of debate and how I’d never kill it in a company. I think it’s how you get to great decisions and it’s how you keep pluralistic ignorance in check. Today, a friend sent me an article that appeared in the Wall Street Journal via Apple News about various companies attempt to silence debate and the consequence of their actions. I’ve long admired Basecamp and they books they wrote, “Remote: Office Not Required” and “Rework” which is also a great book. Basecamp, like so many other companies, in their attempt to be more sensitive to the cause de jour, failed to take into account that not all ideas are sound, grounded in fact, or are of common values to the entire company, especially when the culture is loosely defined as it was. Hence the dilemma; companies claim to be “inclusive” but fail to understand what that means. It includes diversity of thought, and you can’t have it both ways, claim to support diversity of thought while then censoring it at the same time. It’s also indicative of companies that applaud virtue signaling over results, but that’s a different topic.
I once asked a group of employees what they meant by “inclusive” and it caused a firestorm. Does “inclusive” mean hiring Klan members? What about those who hate everyone or a particular religion? Should they be tolerated in the company? The fact is, this outcome was entirely predictable when everyone has such differing views on a wide range of subjects. If you’re “inclusive” define it. If you claim “diversity” define where it begins and ends. Do you hire violent felons or not? You will see how slippy that slope can get.
When I was in college, we had debate night. That’s where debates happened and speakers were chosen on both sides. Sometimes the two sides would rehears with the opposing side so they had time to bring their most compelling facts to each other. It’s hard to have a good debate if someone is playing gotcha with the facts. At the end, the idea is to persuade and come to a good decision. I loved it! It was one of my favorite pastimes in school. The debates were thought provoking and I’d learn something. Managed improperly, it can further divide a company, but managed correctly, it can bring about positive outcomes. You have to have hired employees capable of adapting to new ideas. Why not consider that when you hire someone? Why not place the entire emphasis on results rather than intentions?
The problem is, in current society, debate is considered a bad thing. You’re either entirely right or your wrong. There is no getting to the best solution to a problem, especially when it’s emotionally charged. It’s either you accept my point of view, or we’re not working together. What Basecamp and others failed to do is to define the company culture to begin with, and thus you have people fighting over policy. Great companies know who they are and they make it clear before you go and work there. You can decided to be a part of the company or not. It often works. The problem occurs when it’s bigger than company culture and when it interferes with everyday work. Good luck defining your culture now. It’s no surprise that people would leave in mass. Wana bet they didn’t have a COO?
We began Exotics at Redmond Town Center with a very clear sense of what we were about. We said from day one that we were NOT a car event for everyone and wow did we ever get a lot of hate email. It was hundreds of messages on our site and social media. Yet, once we defined it, eventually people accepted what we were about and they could either participate or not. Every other car event that doesn’t define who they are dies within the first few years. Every one!
All companies face this challenge. Basecamp will probably become a better company as a result of those with differing views exiting the company. It may suffer from intellectual loss, and delayed progress for a time, but in the end, if they stick with who they are, things will settle down. If you’re reading this without knowing what to do in your organization. I’d start by getting to know exactly what culture you have right now. If it’s not to your liking, nudge it in the direction you want, but know that can take a long time. Reward results over virtue signaling. Anyone can do that and never improve a thing. Broadcast to everyone who you are and get them to sign off on it. Second, find a forum where you can debate the issues of the day without anyone getting to a point of bodily harm. But recognize it’s impossible for any company to keep all employees happy. Just as with products, if you try and make a product for everyone, you fail. The same is also true with company culture.