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No matter how individually talented, the executive is effective only if and when others in the organization make use of what he contributes.
It takes his knowledge and uses it as the resource, the motivation, and the vision of other knowledge workers.
Often, the executive needs to influence people over whom he has no direct control in order to deliver impact.
They are people in other areas, people who are sideways in the organization, or his superiors.
A decision making process consists of asking questions, forming hypotheses, and validating answers through experiments.
The effective executive encourages diverse opinions which become the hypotheses to test.
Unless alternatives have been explored, one has a closed mind.
Effective decision makers thus promote dissension and disagreement rather than consensus.
If everyone thinks an idea is a good idea, the group is likely suffering groupthink.