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BETTER JUDGMENT REQUIRES CHALLENGING OUR OWN CERTAINTY - Coggle Diagram
BETTER JUDGMENT REQUIRES CHALLENGING OUR OWN CERTAINTY
SYSTEMS THAT MAKE SPEAKING UP POSSIBLE
Lily Zheng: FAIR Framework
Outcomes over good intentions
Environment over individual
Coalitions over cliques
Abundance over scarcity
Zheng's workplace example
The deeper problem was overwork, not simply individual bias
Leaders shifted from celebrating hard sacrifices to celebrating smart wins
Schedule Send, right to disconnect, and new promotion criteria changed behavior
Psychological Safety connection
Leaders must invite input, admit fallibility, and respond productively
Telling people to speak up is not enough if the system punishes them for doing it
Phillips connection
Diversity creates value only when organizations make room for different information and perspectives
Core lesson
Culture is produced by incentives, routines, and reactions, not only by stated values
ETHICS BEYOND SELF-INTEREST
Cicero: De Officiis
What is morally wrong cannot become right simply because it is profitable or expedient
Concealing useful information for personal profit can still be dishonest even without a direct lie
Law sets a minimum; conscience and duties to others can demand more
Tao Te Ching
Water benefits others without competing for recognition
Superior virtue is not performed in order to look virtuous
Good leadership relies less on force, status, and self-display
Zheng connection
Performative ethical programs can fail when organizations value appearance over outcomes
Hidden Brain connection
Self-deception can make self-interest look like principle
Big question
How can a leader hold strong values while remaining open to evidence, criticism, and correction?
RETHINKING CERTAINTY
Hidden Brain: Adam Grant
First instinct fallacy: our first answer is not always our best answer
Task conflict can improve decisions when disagreement stays focused on ideas
A challenge network helps leaders notice flaws in their own thinking
Beliefs should stay open to revision even when values remain important
Tao Te Ching
Being self-opinioned can block learning and improvement
Truth may be uncomfortable; pleasing words are not always truthful
Real virtue does not depend on recognition or performance
Cicero: De Officiis
People can convince themselves that something useful is also morally acceptable
The grain seller and house seller cases test how easily self-interest shapes judgment
Connection across readings
Confidence can protect the ego while making correction harder
Good judgment requires room to question both facts and motives
DIVERSITY, CONFLICT & BETTER DECISIONS
Katherine Phillips: Why Diversity Matters
Diverse groups can outperform homogeneous groups on complex problems
They often feel less confident because the process is harder and less comfortable
Difference pushes people to prepare more carefully and process information more deeply
Amy Gallo and Amy Edmondson: Psychological Safety
Psychological safety means people can raise concerns, ask questions, and admit mistakes
It is a team-level climate, not just an individual personality trait
Psychological safety is not the same as comfort or being nice
Hidden Brain connection
Task conflict is useful; relationship conflict makes people defensive
A team with no disagreement may have silence rather than true harmony
Key connection
Diversity creates the possibility of disagreement
Psychological safety determines whether disagreement becomes learning or silence
Discomfort can be a sign of deeper thinking rather than failure