Overcoming Extremist Employees
First, three definitions and processes to lay out the playing field:
Extremism. Extremism is a term used to describe the actions or ideologies of individuals or groups outside the perceived political center of a society; or otherwise claimed to violate common moral standards. The term is invariably, or almost invariably, used pejoratively. Extremism is usually contrasted with moderation, and extremists with moderates. (Wikipedia, extremism).
People first. The executives who ignited the transformation from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it (Collins, 41).
Checks and balances from extremism. ...take a fresh look at other institutions that either promote or combat self-insulation. ... require bipartisan membership. ...confront conspiracy theories with ... credible counter-arguments. In the private sector, economic disasters, for individuals and large groups, are often a product of conversations among like-minded people, in which some investment or project seems to be a sure winner (Cass, 158-159).
Let's assume we accept the notion that a dictatorial leadership that decides the direction of a company isn't likely to get the results it needs. Collins suggests getting the right people on board first and moving the wrong people on to greener pastures. A tendency, if you don't think about what you are doing, is to hire people who think like you do. Not a good idea. Lincoln hired his, basically, enemies to join his Cabinet. Obama is doing the same thing, or so it appears. They are fostering dissent in order to make sure decisions are based not upon groups composed of similar individuals (extremists, for whatever ideology, if you think about it) but on groups of dissimilar individuals who argue disparate points of view before any agreement is reached. That's your task. Hire individuals who think independently. Then craft your strategy. Don't dictate it. Consider the extreme views as part of the process. The decision you finally reach is stronger as a result.
Collins, Jim. Good to Great. Harper Business. 2001.
Sunstein, Cass R. Going to Extremes. How Like Minds Unite and Divide. Oxford University Press. 2009.