"The recommendations seem logical on the surface and everyone is nodding along, ready to execute. Yet you feel hesitant. Something is nagging at you."
"If you speak up and say 'I just have a hunch this won't work,' you risk coming off as a blocker. But if you stay silent, a potentially flawed plan moves forward."
A team is finalizing a new strategy that appears logical, with everyone in agreement. However, one member feels uneasy about the plan, sensing something is off without being able to identify specific data issues. This internal conflict creates a dilemma: speaking up may label them as a blocker, while silence could allow a potentially flawed strategy to proceed. The situation highlights the tension between intuition and consensus in decision-making processes.
Read at Harvard Business Review
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