A fantastic model of collaboration: thinking partners who aren't echo chambers.” (Margaret Heffernan)



Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren’t echo chambers -- and how great research teams, relationships and businesses allow people to deeply disagree. The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead managers and organizations astray.