The Echo Chamber
Boards often celebrate alignment. It’s a mark of maturity, shared purpose, unified direction, and collective wisdom. But there’s a quiet danger in too much harmony. When everyone agrees too quickly, it’s worth asking: what are we not hearing?
Consensus feels safe. But unchecked, it can turn into an echo chamber where familiar voices bounce back familiar views. And in governance, where diverse thinking is meant to sharpen judgment, that can quietly erode the board’s ability to see around corners.
The Seduction of Sameness
It starts innocently enough. A board culture that values collegiality. A chair who runs efficient meetings. Directors who pride themselves on being “aligned.”
But sameness breeds comfort, and comfort dulls curiosity.
When a culture leans too heavily toward harmony, dissent begins to feel impolite. Questions sound like criticism. Directors hesitate to challenge assumptions, not because they agree, but because they don’t want to disturb the peace.
I’ve seen it happen. A strategic pivot approved in record time. A major risk brushed aside with “we’ve already discussed that.” Everyone leaves the room feeling good until reality intrudes, and it turns out the group’s alignment was more social than strategic.
How Groupthink Shows Up
You can usually sense it before you can prove it.
Speed: Decisions made too fast, with little debate.
Silence: A few voices dominate while others fade into the background.
Simplification: Complex issues neatly packaged to avoid discomfort.
Self-congratulation: “We’re all aligned” becomes a badge of honour rather than a red flag.
When these patterns appear, it’s time to pause. True alignment doesn’t mean everyone agrees. It means everyone feels safe enough to disagree.
Breaking the Echo
Healthy boards don’t avoid friction; they frame it.
Invite the outlier. Ask, “Who sees this differently?” or “What’s the opposing view we might be missing?”
Rotate the devil’s advocate. Make dissent a shared responsibility, not a burden for one brave soul.
Value curiosity over conviction. Replace “Are we agreed?” with “What haven’t we explored yet?”
Protect minority views. The most innovative ideas often start as uncomfortable ones.
A skilled chair sets this tone. They make space for difference and signal that disagreement isn’t disruption, it’s diligence.
Innovation Needs Friction
In volatile times, the biggest risk isn’t disagreement, it’s false harmony.
Boards that prize politeness over debate lose their edge. They become stale, unable to adapt or challenge their own assumptions.
Innovation depends on friction, the kind that sharpens ideas and widens perspective. So the next time every head nods in unison, take it as a cue to pause. Ask what might be missing. Invite the quiet voice.
That’s where strong governance finds its depth, and its courage.