Abstract
Discipline 3 is about asking questions, providing an alternative view, being a skeptical voice when all are in agreement. It is the chairman’s job to create a culture of constructive dialogue, to interrogate the argument, to provide intellectual due diligence, and to push and question in search of the best solution.
Nothing is personal and should not be taken as such. Many have the intellect, but not the personal stamina for the heat of discussion!
Vadim Makhov, Chairman, Severstal North America
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Notes
A. Lashinsky (2006), “The Hurd way: how a sales-obsessed CEO rebooted HP,” Fortune, 153(7), pp. 83–88, April 17.
For further information on dialogue, Plato and Socrates, read: N. Kakabadse and A. Kakabadse (2003), “Polylogue as a platform for governance: integrating people, the planet, profit and posterity,” Corporate Governance: The International Journal of Business in Society, 3(1), pp. 5–38.
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© 2008 Andrew Kakabadse and Nada Kakabadse
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Kakabadse, A., Kakabadse, N. (2008). Interrogating the argument. In: Leading the board. Palgrave Macmillan, London. https://doi.org/10.1057/9780230589667_4
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DOI: https://doi.org/10.1057/9780230589667_4
Publisher Name: Palgrave Macmillan, London
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