Why is “Disagree and Commit” not working?!

You might be surprised to know that Jack Welch was a big believer in disagreeing and committing. He institutionalized the principle but GE failed to operationalize it. Let's talk about the principle and the learnings around how NOT to implement it.

“Disagree and commit” is a management and leadership principle that encourages team members to express their differing opinions or concerns during discussions or debates about a particular course of action or decision. It’s essential for fostering a healthy and productive team environment where diverse viewpoints are valued and heard.

Following are a few learnings that came out of GE's implementation of “Disagree and Commit”

Things to do to ensure you can institutionalize and operationalize this high-impact principle.

• Alignment on the outcomes and timelines.
• Equal access to information about resourcing
• members are aware of the risks and a mitigation plan is documented and available.

The purpose of “disagree and commit” is to avoid creating a toxic work environment where dissenting opinions are suppressed or ignored. Instead, it encourages transparency, trust, and a willingness to challenge ideas, leading to better decisions and increased team cohesion.

By following this principle, teams can move forward united in purpose, even if individual members had reservations about the chosen path. It emphasizes the importance of collective responsibility and aligning efforts toward achieving shared goals.