Interesting. In my experience, company leaders typically engineer discussions in order to validate what they already believe, and of course it can be a career-limiter to argue too forcefully with one's superior. I think it takes an executive with extraordinary vision to actually create a culture where dissension is encouraged and people with differing views truly engage and are fairly listened to.<p>I believe I've read somewhere that some high percentage of business leaders are classified as optimists, which probably creates a tendency to downplay the negatives of business situations. In an overall sense, this may be a good thing, as it leads people to attempt things that seem crazy to others, but it can obviously also lead to excessive risk-taking and sundry disasters.
Juror #8 couldn't be fired by the other jurors.<p>If that had been a business he almost certainly would have been gone.<p>Which is why the only way business advances is through creative destruction.<p>And I've always thought that creative destruction implies that <i>most</i> enterprises go bust.<p>Thus having anything too big to fail should not be allowed. Failure is essential.
Designating one or more devil's advocates is a good strategy. That way the naysayer isn't perceived as a negative person.<p>Of course, the company culture also goes a long way in facilitating this.