Roger Chao considers the crucial importance of having dissent in a boardroom to ensure better decision-making.

I have sat in too many boardrooms where the room is calm and the CEO persuasive, with papers polished enough to make scrutiny feel almost churlish. The resolution passes with the faintly congratulatory air of adults behaving well. It looks like governance. It feels like good process. It photographs beautifully for an annual report that wants to reassure the world that oversight is orderly. And yet, in complex organisations operating in volatile systems, it is often the precondition for the next avoidable surprise.

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