Let’s call Marni’s approach “disagreeing to agree.” It can go by a variety of names, but it is a powerful move in the leader’s playbook. Whether formal or informal, planned or spontaneous, or with individuals or groups, disagreeing to agree creates space for discussion and even arguments while insisting on the civil tone and mutual respect that team members deserve and that productive discourse demands; in other words, it allows and even encourages dissent and debate within the bounds of civility.

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