Most disasters happen when a CEO is charismatic and has zero opposition
Our research suggests that too many companies got to the point of complete agreement and proceed . We believe some disagreement is in order.
Paul Carroll , Billion Dollar Lessons
“Alfred P. Sloan, the legendary builder of General Motors, once said to a meeting of one of his top committees, 'Gentlemen, I take it we are all in complete agreement on the decision here?' Everyone around the table nodded. 'Then,' Sloan continued, 'I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about”
― Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last Twenty-five Years
John Paul II reformed the sainthood process in 1983, making it faster, simpler, and cheaper. The office of "Devil's advocate" - an official whose job was to try to knock down the case for sainthood - was eliminated, and the required number of miracles was dropped.
Since then 500 saints were canonized a rate about 20 x faster than before.
Most disasters happen when the powerful CEO is happily surrounded with yes man and everybody's agrees. The best CEO's of the 20th century wanted debate and fight before embracing a decision
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