Ask for disagreement, not approval
“What do you think?” often returns vague encouragement. Ask: “What is the strongest reason this plan fails?” and “What would you do instead if the central assumption is false?”
- Give the reviewer the actual decision, not just the backstory.
- Ask for a verdict: support, support with changes, or do not support.
- Invite a minority view into the final record.
Give everyone the same context
Good disagreement comes from different lenses, not different facts. Share only the documents, numbers, and constraints that change the decision. Make the limits plain.
- Include the deadline and budget.
- Include the customer or stakeholder signal you already have.
- Do not hide the evidence that cuts against your preferred path.
Finish with a reversible next move
A challenging opinion should still leave you with a move. If the decision remains uncertain, choose the smallest test that separates the leading paths.
- Set a date to review the result.
- Name the condition that would reverse the decision.
- Save the evidence rather than relying on a future memory of the debate.