Harvard Business Review examined why executive teams often fail to surface productive conflict, finding that senior leaders frequently avoid voicing differing perspectives even when disagreement could lead to better decisions. The research describes patterns among executive teams in which members default to agreement rather than raising contrary views, limiting the range of perspectives reaching collective decisions.
The findings were published by Harvard Business Review on 7 October 2026, in an article addressing how organisations might encourage more open disagreement among senior leadership groups.
Source: Harvard Business Review, 2026-10-07.