To help avoid a wide variety of business risks and disruptions, organizations should encourage employees to be “intelligently disobedient.”
This important trait is from Bruna Martinuzzi, author of some great business books including one of my favorites, The Leader as a Mensch. She explains:
I once worked for a tech company that encouraged employees to practice what they called “intelligent disobedience.” The concept originates from seeing-eye dogs.
While seeing-eye dogs must learn to obey the commands of a blind person, they must also know when they need to disobey commands that can put the owner in harm’s way, such as when a car is approaching.
Intelligent disobedience is not about setting out to be disagreeable or arbitrarily disobeying rules for its own sake. Rather, it is about using your judgment to decide when, for example, an established rule actually hinders your organization, rather than helps it.
That blind conformity is more likely to be prevalent in organizations practicing one-way, “top-down” business communication.
Bruna Martinuzzi offers a number of ideas to encourage cultivating an environment of intelligent disobedience, directly applicable to effective product marketers and product managers, including …
Be aware of mind traps that lead to blind conformity. Mind traps act as mental straight-jackets, preventing you from thinking creatively and rationally. These include, for example, the “herd instinct” – relying on the fact that “everybody else is doing it.” Another dangerous mind trap occurs when a group unduly defers to the “subject matter expert” rather than challenge long-held assumptions that may no longer be valid.
Rigorous, “intelligently disobedient” debates are to be actively encouraged, while divisive arguments intended to shut down meaningful discussion all together should not be tolerated.
Decentralize some of the decision-making in your unit. If you are used to making all the decisions, allow those closest to the customer the flexibility to make appropriate decisions on the spot, including the authority to bend the rules when necessary.
Don’t surround yourself with yes-men. Barry Rand of Xerox, quoted in Colin Powell’s A Leadership Primer: “…if you have a yes-man working for you, one of you is redundant.”
Help your people distinguish between fact and conjecture. If you have one data point, you don’t have data; you have an anecdote. Conjecture can be influenced by anecdotes, assumptions and other mental scripts which don’t have a bearing on reality… Encourage people to ask questions, analyze assumptions and conjectures that may or may not be accurate.