| COMPARE |
The Myth |
The Truth |
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Great minds think alike. |
Consensus can be dangerous. |
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Objective |
To rally support for an idea by associating it with "great minds". |
To promote constructive criticism of new ideas. |
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Perspective |
People are obliged to go along with the new ideas of their leaders. |
People are obliged to examine, test and improve new ideas. |
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Method |
Pressure to "get with the program", "come on board", and "volunteer", promoting support for the idea and a group mentality. This company takes ideas and runs with them. |
Expectations that all employees apply themselves fully to proactively avoid future problems and create future successes. Competence and mastery are developed in individuals, giving them the confidence to make individual contributions.
Understanding that there is more than one way to do anything (Equifinality), this company takes ideas and refines them. |
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Beneficiary |
Those with clout in the organization. |
All the members of the organization and customers. |
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Employee Outcome |
People are expected to be supportive of the cause. Employees are followers. |
People are expected to think critically for the future. Employees are contributors. |
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Market Outcome |
A company staffed with followers, follows. |
A company staffed with contributors does not just lead the way, it finds a better way. |
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Results |
Mistakes and changes of direction occur when things are not thought through carefully and when people only "follow", failing to make the full contribution that they could. |
Allowing the time for all people to seek advice and receive feedback slows things down in the early stages of a project. But, the time spent building a genuine consensus pays-off handsomely in terms of innovative design, problem avoidance and flawless execution (aka excellence). (Lean Development Process) |
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