You didn't really address the GP's point however. How does this process apply to larger organizations? How can it apply across layers of a hierarchy? I don't see how bringing Jobs up helps explain it, he was certainly not the type of business leader known for his equitable disagreement process.
Don't get me wrong, I'm intrigued by the concept of formally surfacing disagreement. But the example in the blog post is trivially contrived. What happens when the disagreement is between two different but balanced work paths each with high risk and more unknowns than knowns? How does this disagreement process jive with the scientific process, where competing hypotheses are explored by experiment?
Don't get me wrong, I'm intrigued by the concept of formally surfacing disagreement. But the example in the blog post is trivially contrived. What happens when the disagreement is between two different but balanced work paths each with high risk and more unknowns than knowns? How does this disagreement process jive with the scientific process, where competing hypotheses are explored by experiment?