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    wow, great read. this is one hell of a treat ( i actually wrote that even before reading your username :O )

    thanks for the references, some more great thoughts in those. (there might be one broken link that lead me to a phx.corporate-ir.net domain .. cant remember which link i had clicked)

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      The broken link is supposed to link to one of Amazon’s security filings (also referred to as the “2016 Letter to Shareholders”). It’s the letter where Jeff Bezos lays out his “Day 1” vs “Day 2” philosophy and publicly coins the term “disagree and commit”.

      The relevant portion on “disagree and commit”:

      Third, use the phrase “disagree and commit.” This phrase will save a lot of time. If you have conviction on a particular direction even though there’s no consensus, it’s helpful to say, “Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?” By the time you’re at this point, no one can know the answer for sure, and you’ll probably get a quick yes.

      This isn’t one way. If you’re the boss, you should do this too. I disagree and commit all the time. We recently greenlit a particular Amazon Studios original. I told the team my view: debatable whether it would be interesting enough, complicated to produce, the business terms aren’t that good, and we have lots of other opportunities. They had a completely different opinion and wanted to go ahead. I wrote back right away with “I disagree and commit and hope it becomes the most watched thing we’ve ever made.” Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment.

      Here’s the actual filing as hosted by the SEC:


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        and publicly coins the term “disagree and commit”.

        Small correction: that phrase has been part of the Amazon principles for, basically, ever.


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          I’m pretty sure Andy Grove came up with it at Intel even earlier, but it’s all a part of the cult of management at this point. Disagreements are merely people slowing down “good business activity” from occurring, those bastards. The disease they’re trying to prevent is pretty awful as well: people who think that disagreeing with others is how their voice can be heard, and their value communicated at work.

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            At least Andy Grove’s catch phrase was “constructive confrontation”. His books also bring up trying to find the Cassandra’s in your staff, listen to what they have to say, and incorporate it into your strategy. In printed from, at least, Grove was very for searching for the truth and not just plowing over subordinates.