Even when they are wrong, those who think differently add value to an organisation.
Does this situation sound familiar? You’re sitting in a meeting, and you and your colleagues are energetically discussing how to handle an important issue or challenge. Ideas and suggestions are bouncing around so fast that the designated note-taker can barely keep up. Then a new voice chimes in, belonging to an employee who never talks in such meetings. It’s as if one of the chairs in the conference room suddenly started speaking. The group falls silent and pays close attention, clearly expecting something special.
