Responding to Elisabeth Tudor
The article “The Case for Not Always Working With People Whose Views Align With Yours” by Stephanie Dillon, focuses on the necessary ability that leaders must have when using critical thinking and emotional intelligence skills. The author expresses that people and leaders tend to collaborate with those who think and react in a similar way which can further growth in an organization but it can also hinder growth if handled the wrong way. When we place ourselves in echo chambers online or in our lives beyond the internet, we’re only exposing ourselves to ideas and beliefs that align with our own, making it harder for us to gain broader perspectives about the world. (Dillon, 2022)
The article goes on to state that dissenting views brings multiple opportunities to organizations through better decision-making and more creativity, and that listening is one of the strongest tools we, as individuals, have at our fingertips. We can walk into conversations with honesty and walk away with truthful integrity. In a study, it was found that employees are more relaxed, more self-aware of his or her strengths and weaknesses, and more willing to reflect in a non-defensive manner. (Dillon, 2022) The author advocates seeking facts, having a voice, and encourage others.
Looking at the conceptual model of recognizing assumptions, evaluating arguments, and drawing conclusions, this article has offered many instances to critically consider when thinking of similar and differing points of view. Some assumptions that have been made in this article include the idea that most of the readers currently work within an organization that follows similar viewpoints and opinions. Leaders need to leverage the strengths that vary from person to person as well as our unique contexts, preferences, and life experiences. (Fierce, 2021) It also assumes that the reader has the opportunity to bring in differing points of view even though I myself work within a company were there are only 4 of us. There are few chances of dissent as we all strive towards the same goals.
Some of the arguments in the article include that dissenting viewpoints can often increase group creativity while at the same time make people uncomfortable and some may pull away from the conversation. Arguments can help one work through the information while both sides can be understood. Critical evaluation of arguments requires an individual to suspend their judgement, which can be challenging when an argument has an emotional impact. (Think Watson, 2019) Being emotionally involved in the conversation does not allow for an objective point of view and leaders and employees should learn to listen objectively so that they can garner new ideas and ways of thinking that they may otherwise never have heard.
Finally, when we draw conclusions from the dissenting viewpoints and from conversations, we need to understand that our perspective is valid as well and that it matters. We may be limited by our own experiences but when we listen to others, we can gain a better understanding of the world around us. Critical thinking encourages us to look beyond the obvious and to dig further by asking questions and gaining honest feedback on what motivations were involved and what the purpose of the view was. Being critical requires you to not only gather appropriate data and information but to examine it carefully and question its reliability and authority.