"All too often strategy meetings devolve into pitched battles over who is right and who is wrong about the company’s future direction. How can you reshape the discussion to produce collaboration rather than discord?
The key is to switch the fundamental question you consider from what is true to what would have to be true.
What is true provokes arguments, causes proponents of a possibility to dig in, and minimizes the collaborative exploration of ideas. Let’s imagine you put forward a possibility for a strategic direction and, upon hearing the idea, I focus on what I think is true. With this mindset, it is quite likely that I won’t be confident that your idea is valid and I’ll probably start by saying something like “I don’t think that will work,” words that will instantly turn the meeting into a battlefield. When I then raise an alternative strategic direction, you, smarting at my treatment of your idea, will be equally dismissive of me. And so on, back and forth.
If instead we can focus from the outset on what would have to be true, the conversation can head in the direction of collaboration and mutual exploration of ideas. How? If an idea or possibility strikes you as less than compelling, resist the urge to declare it “not true.” Instead, ask yourself, what would have to be true for me to feel that is a great option? If you identify the features that would have to be true, you can explore whether those really hold true and learn something about that possibility. The process of exploration may well help you modify and enhance the best idea currently in your head."
Trechos retirados de "A Simple Nuance that Produces Great Strategy Discussions"