Using The Contrarian – or Devil’s Advocate
One problem many businesses face is how to constructively challenge the thinking, or the strong willed entrepreneur, or the family patriarch (they may be one in the same to make matters even more dicey).
Have you ever wished that people would speak more freely to you? Have you ever wished that more people would speak truth to power?
How often have you asked for debate and been disappointed with the quality of the discussion that followed?
Have you ever been frustrated by the obstreperousness of someone, who seems determined to disagree just to be disagreeable? These are real, enduring problems in many businesses in general, and in family businesses in particular.
How do we challenge the leader constructively? How do we question cherished assumptions? How do we ensure that we aren’t venturing into the competitive fray of the marketplace wearing blinders? How do we stretch our thinking?
One technique that groups and organizations have used throughout history is the role of the contrarian. The Catholic Church has used the role of the devil’s advocate for centuries.
When the church was investigating the life of a candidate for sainthood, there were advocates, looking for proof of holiness and supportive evidence of a good life lived well. Simultaneously, to ensure balance and rigor, a devil’s advocate was appointed to work to disprove the same points.
In another diverse example, there was a tradition in some Native American tribes, in which an individual was designated to adopt a challenging role/perspective in response to the on-going communal dialogue. Done well, this role adds a richness and depth to considerations that may not be there otherwise.
How Would I Use A Devil’s Advocate In My Business? There are several suggestions for how to use this concept to make your organization smarter.
1. It is easier for most people to adopt this posture, if they are doing it as part of an assigned role – they aren’t really being argumentative, but they are acting out a part in a play.
It is easier for most people to question authority, oppose tradition or stand up to the boss, if they’ve been told to do it. Some people can also be a lot more enthusiastic and energetic in the role, if they’ve been ordered to do it!
2. The role should be rotated. Everyone can contribute over time, while learning to stretch their thinking in order to play this role well.
It will be helpful to start with some of your better, stronger thinkers, who will play the role conscientiously. They will serve as a model for how to do it responsibly.
Employing strong thinking members of the company’s leadership team, who are probably trusted advisors to the CEO, rather than being fringe players in the company, sends a strong message that this is an acceptable, appropriate role.
Eventually, the CEO or boss can assume this role, as a part of the rotation. However, if the CEO assumes this role early on, it may simply shift what people assume to be the right answer, without generating the thinking benefits that you’re trying to develop among your people.
3. Sketch out a rough standard for the role. You don’t need a structured set of procedures rigorous enough to intimidate a navy carrier pilot. A loose set of expectations gives room for creativity and flexibility.
However, the goals of the role should be clear – to challenge assumptions and to offer alternative points of view.
The ultimate purpose of the role is to provoke thinking. It is not meant to be disruptive, to pose complex distractions, or to be uselessly argumentative, and it is not simply an opportunity to tweak the boss in public.
Therefore, in addition to ensuring that the goal is clearly understood, it is important to agree on a set of ethics. There is no single, right way to do this. You can tailor a code of conduct to fit your company’s style and circumstances.
Whatever you come up with, it should help people to play the role well. Some things to consider:
- How much research and preparation should the devil’s advocate do?
- Posing questions and challenging assumptions is often more productive than advocating for a different course of action. What are some good ways for the contrarian to be contrary? (I expect that your ideas will be sharpened over time as you and your people gain experience with it.)
- What makes for a good rhythm for the role? The role player, for instance, isn’t expected to dominate the conversation. The role player is to be respectful of the goals of the role and of the conversation. The role player is expected to exercise mature judgment in how to act out the role productively.
Try this tactic in an effort to stretch your organization’s thinking. Tailor it to your purposes over time.