Management Tip: To Defend a Decision, Highlight Its Flaws
Sometimes the best way to defend a decision is to point out its flaws.
Let’s say you have decided to pursue “Plan A”. As a manager, it is part of your job to defend and explain that decision to folks who work for you. So when someone marches into your office to explain that Plan A sucks, and that Plan Z would be much better, what do you do?
My old instinct was to listen to Plan Z, say what I don’t like about it, and to describe as best as I can why Plan A is better. Of course, the person has already seen these same arguments in the e-mail I sent announcing the decision, but since they don’t agree, they must not have heard me clearly, so I’d better repeat them again, right? I can report that this seldom works very well.
It works much better if I start out by agreeing: “Yep. Plan Z is a reasonable plan. Not only for the reasons you mentioned, but here are two more advantages. And Plan A – the plan that we choose – not only has the flaws that you mentioned, but here are three more flaws.” The effect of this technique is amazing. It seems completely counter-intuitive, but even if you don’t convince people that Plan A is better, hearing you explain its flaws, and the benefits of alternate plans, makes people much more comfortable.
Here’s what I think is going on. When a decision comes down from on high, it can be scary, because people wonder whether management understands the consequences of their choice. If you understand the pitfalls of your plan, it reassures them that you didn’t make the decision blindly. If you knew all that stuff, and still chose Plan A, perhaps it’s not as they thought. Ideally, being open about pros and cons leads to a conversation in which you can convince them that Plan A really is better. But whether that happens or not, they’ll definitely leave feeling better than if you simply pretended that your plan was perfect and that the alternative was completely stupid. (Of course, if the person raises flaws or alternatives that you hadn’t considered, then you may need to reopen the decision. When to reopen decisions is a whole nother topic.)
This is part of a larger philosophy. I want an environment where it’s okay to openly discuss the pros and cons of ideas and plans. Every idea has advantages and disadvantages. I shouldn’t take it as a personal attack when someone points out a flaw. When you choose a plan, you choose it flaws and all. The best way to succeed is to be open about the flaws, and work to avoid them.
It helps to avoid a strong link between ideas and people. If I think of an idea as mine, then when you insult it, you are insulting me. If I think of an idea as a hypothesis that we can investigate together, and maybe modify together, then we can discuss flaws and alternatives without making it personal. When ideas are a joint project with multiple people contributing, you end up with something better than anyone would thought up on their own.



