Welcome to another episode of At the Table with Patrick Linconey, where everything we talk about is related to organizational health and the world of work.

I'm your host, Pat Linconey, and I'm joined by a little smaller crew today. I've got Cody and Tracy. You guys are obviously doing

well. Bo is out on a business trip. Matthew's behind the glass.

Karen's sitting next to me. Cody, what are we going to talk about today?

Beware of the lone dissenter.

Yes, beware of the lone dissenter.

You're in a meeting and that one person says,

I don't think I like this idea.

And what do you do with it? Now of course this depends on the situation

and if they're raising an ethical or a moral question please pay attention to the loan dissenter.

But so often what happens and this is what we want to talk about today, is one

person doesn't like something and in many organizations that freezes everything. It brings all of our progress to a halt.

And there's a reason for that and it's something we have to be aware of because oftentimes

just because there's a loan dissenter it doesn't mean we should stop,

but we need to handle this in a more

productive way. So Pat tell us the the backstory behind the concept of the loan

dissenter I know this comes from some work that Jim Collins did years ago, correct?

Yeah, he wrote a book called Good to Great, among others.

And then after that book came out, I think a couple years later he wrote a book that he called a monograph I guess that's what it is I don't know what it was a little pamphlet and it was how to apply good to great to what's called the social sectors and in that book one of the most interesting things he wrote and I

always remember this is he said in in the social sectors which is government and

schools and churches and and non-profits one person can say, I don't like an idea and it's like pulling the

chain on a factory floor and everything stops. And he said it's one of the

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