Disconfirmation as a model of collaboration

2015-02-15

Constructive conflict with research findings leads to better collaboration.

Research intends to shine a light on things we want to know more about, even if some of those things bother the hell out of us. Research can inform execution, but it is not execution unto itself. Most people instinctively avoid conflict, but respectful disagreement and discussions about data are essential to achieving progress.

For a research team to flourish, its parent organization must encourage discussion where people can disagree. This helps teams get smarter through the process. Actively seeking disconfirmation of research models and being open to the reality of unconscious bias is core to a great model for collaboration.

Teams may in fact disagree with research findings. Internal debate and decisions against pursuing a particular product direction don't change what is learned from research or related recommendations. Debate and research insights can co-exist even in conflict.

Understanding what's happening, even if an organization doesn't go in a particular direction immediately, will make an organization stronger. The pursuit and sharing of research helps to create awareness and conversation and hopefully encourages constructive conflict that makes teams and the products they build to move the world forward stronger and better.

Talking about research, even if it's to disagree with the findings or recommendations, is acknowledging that something discovered matters to someone.