Trish's Blog

If embracing different thinking were simple, every leader would already do it. It is not simple, and the reasons deserve naming without judgement.

The first is that friction feels like failure. We are trained to read a frictionless meeting as a good meeting, so the productive discomfort of real disagreement registers as something going wrong.

The second is speed. Consensus is fast. Hearing the outlier view, sitting with it, letting it change your mind, all of that takes minutes you feel you do not have.
So the odd idea gets thanked and shelved.

The third is the unspoken fear that if you invite real challenge, you might lose control of the room, or be wrong in front of people.

None of these make you a bad leader. They make you a normal one, operating in systems that reward harmony and punish mess.

My work does not ask you to become more tolerant of chaos. It gives you structure, the 5 Principles, so difference becomes something you can run on purpose, rather than something you brace against.

The blocker was never your character. It was the absence of a method.