Summary

The article emphasizes the importance of having truth-tellers, or devil's advocates (DAs), in group settings to foster diversity of thought, challenge leaders respectfully, and encourage innovation without being overly confrontational or oppositional.

Abstract

The concept of truth-telling is explored in the context of organizational dynamics, highlighting the value of individuals who can challenge groupthink and promote critical thinking without alienating others. The article draws a parallel between historical figures like the court jester and modern comedians, who serve as truth-tellers in society. It outlines best practices for effective devil's advocacy, including adding to the diversity of thought, respectfully challenging leaders, and protecting the messenger. It also warns against behaviors that can undermine the DA's role, such as being overly contradictory, always needing to be right, or acting like a jerk. The article advocates for a balance between truth-telling and diplomacy, suggesting that organizations benefit from creating a culture that encourages questioning and innovation.

Opinions

Truth-tellers, or devil's advocates, are crucial for preventing phony behavior and groupthink in organizations.
Effective devil's advocates do not confuse their role with being oppositional; they seek consensus and the best solutions.
An ineffective devil's advocate is one who constantly contradicts others, needs to be right, and does not facilitate group discussions.
A jerk in a group setting is someone who contributes negatively and needs to be managed out of discussions.
Diversity of thought is essential for innovation, and devil's advocates play a key role in introducing this diversity.
Leaders should be open to respectful challenges from their subordinates, as it can provide new perspectives.
Organizations should protect and endorse individuals who take on the devil's advocate role.
The success of a devil's advocate depends on the organization's culture and its tolerance for questioning established norms.
Truth-telling requires a balance of courage and wisdom, as well as diplomacy to be effective within an organization.

Truth Tellers Wanted

I am reminded of the saying

“The Truth Will Set You Free. But First it Will Piss You Off”.

We can all do with a few truth-tellers in our lives since we all occasionally succumb to phony behavior or groupthink.

Another name for a truth-teller is a devil’s advocate. The phrase originally came from the Latin Advocatus Diaboli. This was a role prescribed by the Roman Catholic Church to an official who argued against the appointment of individuals to sainthood. This person was typically looking for character flaws that would disqualify the candidate from being elevated to sainthood.

Ancient truth-tellers included the court jester who had permission to give royals candid feedback without the risk of having his/her head chopped off. Our modern court jesters are our comedians like Trevor Noah who split our sides with laughter and blow our minds with truth.

How exactly does a person have to behave to be an effective DA? Here are some best practices.

Don’t

1. Confuse being a devil’s advocate with an oppositional personality.

Such personality types love being contrarians with the compulsion to argue every position. Their goal is not to seek the best solution for the organization through consensus. They just love a good fight. One such person on observing two people in an argument asked, “Is this a private fight or can anyone join in?”

2. Always contradict what others say

An ineffective devil’s advocate always needs to be right and does not tolerate other opinions. The typical communication style is telling and not facilitating. They view themselves as ultimate Subject Matter Experts. Dealing with their self-assured posture is like running into a brick wall. You go nowhere fast and come away with a severe headache. The key to being effective as a DA is to find ways to build on what others say with yes/and responses rather than yes/but interactions.

3. Be a jerk

A true test of whether a person is acting like a jerk in a group setting is that everyone comes away from the experience with a bad taste.A jerk is someone with a major personality disorder and needs to be shunted out of group discussions as quickly as possible. This requires skilled management abilities where firm ground rules are set for participation in a group.

1. Add to the diversity of thought in the group

Someone who adds to the diversity of thought in the group increases the possibility of innovation. In so doing DA forces the group to see things in new and different ways. Typically such persons are new to an organization, from a different cultural background, and have professional experience that is not the same as the majority of the group members.

2. Respectfully challenge leaders.

The other day a senior executive told me how to one of his reports challenged him on his proposed strategy. He said, “I found it very refreshing to be challenged by one of my junior staff. He forced me to see issues in a totally different light

3. Protect the messenger

In organizations where conformity to authority is the cultural norm, the devil’s advocate is typically silenced. A person who can raise critical questions in a constructive way is crucial to the success of any group and is worth his/her weight in gold. He/she needs the endorsement and protection of the organization or senior leaders for the DA role.

4. Push the boundaries

The DA is not constrained by the plea “we have always done things this way”. He/she would typically ask “Why?” The key to the success of this questioning style is that the organization gives permission and encourages others to call into question its very tenets or accepted wisdom.

So go ahead and encourage the role of a DA in any of your organization’s group discussions. The sky will not fall down but the world of creativity will open up before your very eyes. The new insights you bring to the table are opened up by the curiosity and beginners' minds that you foster in your group with your DA role.

5. Balance truth-telling with diplomacy

Recently a friend of mine had to resign from her job because the organization pushed back on her truth-telling.

DA’s need to walk the tightrope of balancing being candid with the level of tolerance in the organization for truth-telling. Not always an easy task. Here truth-telling requires both courage and wisdom.