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When Unconventional Wisdom Prevails: The Power of Contrarian Thinking

Somewhere in suburban Chicago, a mother of three extols the value of all the money they'll save at a half-price sale. Her husband responds flatly: “If we don’t need it, we’re not saving anything. We’re losing money.”

The century before last, Samuel Clemens (a.k.a. Mark Twain) famously broke with conventional wisdom on the subject of eggs and baskets. In Pudd’nhead Wilson, he recommended carrying all your eggs in one basket—and guarding that basket closely!

Such is the nature of contrarian thinking: seeing black when others see white, opportunity instead of failure. This cognitive style is especially valuable within a business intelligence (BI) environment because the essence of BI is, after all, analytical. And if there’s one thing every analyst knows (or should know), it’s the power of perspective. That’s arguably the contrarian’s greatest gift to the marketplace of ideas: the expansion of a group’s perspective to see problems in a new light.

In many ways, contrarian thinkers are like comedians: they test boundaries and challenge the status quo. Most comedy relies upon the exposition of absurdity. Something only becomes absurd when it stands out dramatically from its surroundings, or differs greatly from what is expected or anticipated; in other words, when it contrasts. Contrast is therefore inherent to the nature of comedy, and contrarian thinking.

That could very well be why the ideas of contrarian thinkers can sometimes sound so… well… absurd. But there’s a fine line between ridiculous and brilliant. And often enough, the differing view put forward by a counterintuitive thinker sheds much-needed light on an organizational blind spot. Everyone has a blind spot (or several), and the best managers know the importance of surrounding themselves with people of widely varying worldviews and styles—many different eyes make for broader vision and fewer pitfalls.

Of course, too many cooks can quickly spoil any stew, and there’s naught less appealing than a room full of chiefs contradicting each other. Balance is crucial. Contrarian thinkers should comprise a small but significant voice on your BI team.

How do you know if the balance is right? The clearest barometer is healthy dialogue. Too much or too little can be problematic; but most importantly, the quality is key. Meaningless banter or disingenuous acquiescence do no more good than sophomoric shouting matches. People need to feel good about expressing their opinions, even when those views go against the conventional wisdom, or call into question what others might hold dear. The marketplace of ideas only works when ideas are put forth openly and regularly, by everyone involved.

Advocating for the Devil’s Advocate

Like left-handed people, contrarian thinkers are in the minority (they really must be, by definition). But just like in baseball, these uncommon professionals often provide disproportionate value, if only due to their irregular perspective. The percentage of left-handed pitchers in the major leagues, for example, is far greater than the overall percentage of left-handed people in the general population; a fact that has persisted for decades. Where there’s that much smoke, there must be some fire.

In a BI environment, the counterintuitive contingent will invariably challenge ideas or plans that conventional thinkers take for granted. While a plurality or even majority of team members debate about how a certain project should be done, the gadfly is usually the one to question whether it should be done at all. This flip-side perspective can be invaluable in finding creative solutions to otherwise vexing problems.

Of course, he who sups with the devil should carry a long spoon. Rare is the contrarian who’ll promise you a dozen roses every month—let alone a whole garden. In reality, life with counterintuitive thinkers can be downright difficult. They can rain on parades, talk out of turn, ruffle feathers, and otherwise cause genuine consternation across the board.

What to do?

First things first: Remember that with any BI initiative, documenting the business requirements is absolutely crucial. What’s more, that documentation should be treated as the ongoing charter for the project. Each new request for functionality must be mapped back to the business requirements to ensure alignment. Any functionality that cannot be described in straightforward business terminology is almost assuredly functionality that should not be built.

Here are a few other best practices for ensuring healthy dialogue without jeopardizing positive morale:

  • Be strategic: Managing personnel can involve as much alchemy as chemistry sometimes. There are certain personality types that just don’t get along. Interview these parties separately whenever possible. While sparks can fuel ideas, too much friction can cause an outright conflagration. Be sensitive to how opposing team members interact.
  • Stay professional: Don’t take things personally. In any organization larger than one person, egos will be a significant factor. Remember that professionals always accept feedback—even criticism—with open ears. Getting defensive only complicates an issue, and rarely offers any substantive value.
  • Solicit feedback: Remember the 80/20 rule: 20 percent of the team will provide 80 percent of the input, unless efforts are made to involve the more reticent types into active dialogue. Some people will need to be encouraged much more than others, but still waters run deep, so a little pumping can go a long way.
  • Remain vigilant: Stay on top of things. A common misconception in any business is that there’s a point at which the work is done. Business, like life, is a process. The work of a business is only done if and when that company goes out of business—and that’s usually not a coveted corporate goal.

Mitigating the potential damage of a glaring blind spot is, in itself, reason enough to keep one or two lefties in your rotation. So long as they don't disrupt the locker room too much, they’ll also come through in the clutch with the occasional ninth-inning home run. But there's nothing funny about bad morale, so make sure everyone maintains a good sense of humor.