1. The Sinking of the Vasa
A few years ago, I visited the Vasa Museum in Stockholm. At its center is an almost perfectly preserved 17th-century warship, and the story behind it left a lasting impression on me.
The Vasa was intended to become one of the most powerful warships of its time. Commissioned by the Swedish king Gustavus Adolphus, it was built for the war against Poland. Skilled shipbuilders worked on it for years. When it finally set sail on its maiden voyage in August 1628, thousands of people lined the shores of Stockholm to watch its departure.
But the ship did not get very far.
The first strong gust of wind caused it to list dangerously. A second gust forced water through the open gun ports. Within minutes, the Vasa sank before the eyes of the spectators until only the top of its mast, flying the Swedish flag, remained visible above the water.
2. How Could This Happen?
The remarkable part is not that a ship can sink.
What is remarkable is that so many experienced people built a ship that, even by the engineering standards of the time, was known to be dangerously unstable. The problem was not a lack of expertise among the shipbuilders.
The king had personally intervened in the design. He demanded more cannons, different proportions, and specific design features. The shipbuilders knew that these changes raised the ship's center of gravity and would make it unstable.
But who argues with a king?
Even during a stability test in the harbor, it became clear how dangerous the design was. Yet the ship was completed and sent to sea anyway because no one had the courage to contradict the most powerful man in the country.
3. Power Shapes Decisions
Of course, this is an extreme example.
Yet the underlying pattern is still with us today. Whenever there is a significant power imbalance, the likelihood increases that the best arguments will no longer prevail. Instead, the opinion of the highest-ranking person becomes the guiding force.
In almost every meeting, someone has an important concern or a valuable objection. Yet many remain silent - not because their point is wrong, but because they do not want to trigger a lengthy debate, embarrass their manager, or be perceived as overly critical.
Officially, many organizations embrace flat hierarchies.
Unofficially, everyone often knows where the discussion is likely to end.
4. Great Leadership Protects Dissent
That is precisely why one of the most important responsibilities of leadership is not to be right as often as possible or to dominate every discussion.
It is to create an environment where people have the confidence to disagree and feel encouraged to contribute their own ideas and arguments.
That is much harder than it sounds.
The mere presence of a senior leader often changes the dynamics of a conversation. People become more cautious, weigh their words more carefully, and unconsciously align themselves with the first opinion expressed. Anyone who leads needs to understand this effect.
5. Great Meetings Rarely Happen by Accident
Some companies deliberately try to reduce this bias.
At Amazon, for example, one of the meeting principles is that the highest-ranking person does not automatically speak first. Instead, junior team members or those closest to the subject are often invited to share their perspectives before senior leaders do.
The reasoning is simple. Once a leader has clearly stated their position, the rest of the discussion almost inevitably gravitates toward it. By listening to others first, organizations increase the likelihood that uncomfortable questions and dissenting viewpoints will surface.
Perhaps that is one of the most important prerequisites for making good decisions.
6. My impuls
How easy is it for the people around you to disagree with you?
When was the last time you changed your mind because someone with less experience or a lower position had the better argument?
And how would your team know that what ultimately matters is not your opinion but the best argument?
Poor decisions often happen because those with the highest rank dominate the conversation, while those with the greatest expertise lack the confidence to speak up.
