The 1971 Oscar in the Short Film, Cartoon category went to a piece titled "Is It Always Right To Be Right." It was directed by Lee Mishkin, narrated by Orson Welles, and written by Warren Schmidt.
The opening words of the film are:
"There once was a land where people were always right. They knew they were right and they were proud of it. It was a land where people stated with confidence, 'I am right and you are wrong.' These were words of conviction, courage, strength, and moral certainty."
In this fictional land, any attempt at cooperation and understanding were viewed as cowardice and weakness. Everyone was so convinced of their rightness that no one dared to utter words such as, "You may be right" or "I may be wrong."
The stalemate continued with each side resolute in their rightness until one day, everything ground to a halt. Nothing could be accomplished because no one would listen - much less consider - the position of anyone who might disagree with them.
Politics and government are the most visible examples of the "always right to be right" trap. Candidates and elected officials say that they want to reach across the aisle to work with the other side, but that is often code for "I'll give them something to support my idea." It is rare to hear them admit that their position might be inferior or that another's is superior.
It sounds childish, doesn't it?
Unfortunately, this behavior occurs in all types of organizations. The tell-tale signs are conflicts between departments, divisions, and even teams that devolve into a contest of who is right rather than what is right.
It shows up in managers who discount ideas from their direct reports because they believe that anything less would be a sign of weakness. People throw their colleagues under the bus to make themselves look better. They play "gotcha" games or ignore ideas that could make everyone better based on the messenger rather than the message.
The end result is people protecting and securing their own interests ... even to the entire organization's detriment.
There are voices who would advocate that everyone should hold hands, sing, and learn to get along.
That doesn't work either.
How You Change the Focus
The willingness to work for the best way rather than constantly needing to have your own way is a sign of commitment to the purpose and maturity. The solution isn't avoiding conflict but rather the willingness to stay at the conversation until a better solution emerges. You want team members to fight for their ideas. Passionate but respectful debate and analysis bring better solutions.
If you are in a position of authority, the solutions aren't easy, but they are clearer. Set the expectation, make demonstrating that behavior worthwhile, and hold those who continue to obstruct progress accountable. You can also influence your team's actions by who you hire and promote. All of these actions will, of course, have greater impact if you model the behavior you expect from others.
The solutions are more challenging and riskier if you aren't the "boss". Your goal is to influence the behavior of others without placing yourself in a precarious situation.
For starters, you have to be smarter about identifying and dealing with those who are compelled to always be right.
They should be easy to spot. They rarely resist a fight about the rightness of their position, and many try to bully their way to a win.
Don't be afraid to stand up for yourself when it is required, but don't actively look for conflict.
Think of it this way: sharks are often deadly to dolphins when they can disable them with the first attack. Dolphins, on the other hand, more than hold their own - and will even take out a shark - when they use their advantages.
Your advantage is your intelligence. Ask questions to influence and steer the conversation and decision-making process. Present facts not feelings.
It also helps to find like-minded colleagues to form a coalition for doing what's right. Work the back channels to involve them and incorporate their ideas. Be generous with sharing and giving credit.
Remember - no one argues with their own ideas and opinions, and people support what they help create.
The challenges and change you face today requires the courage to solve problems in a new, creative way. It starts when you and your team can say, "You may be right," or "I may be wrong."
Randy Pennington is an award-winning author, speaker, and leading authority on helping organizations achieve positive results in a world of accelerating change. To bring Randy to your organization or event, visit www.penningtongroup.com , email info@penningtongroup.com, or call 972.980.9857.