I Don't Agree audiobook cover - Why we can’t stop fighting – and how to get great stuff done despite our differences

I Don't Agree

Why we can’t stop fighting – and how to get great stuff done despite our differences

Michael Brown

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Communication SkillsPersonal Development

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I Don't Agree
Early Conflict Resolution+
Team Collaboration+
Leadership & Diversity+
Communication & Culture+
Bridging Animosity+
Advanced Negotiation+

Quiz — Test Your Understanding

Question 1 of 10
According to the text, what is the most productive way for parents to handle conflicts between their children?
  • A. Let the children sort out the fights completely by themselves to build independence.
  • B. Immediately punish the children for misbehaving to establish strict boundaries.
  • C. Wait until tempers cool, then guide them through collaborative problem-solving.
  • D. Separate the children permanently during playtime to prevent future arguments.
Question 2 of 10
How does the author suggest workplace teams emulate Charles Darwin's finches?
  • A. By competing fiercely for limited resources to drive innovation.
  • B. By isolating different departments so their tasks never overlap.
  • C. By focusing entirely on individual metrics to ensure survival.
  • D. By understanding how their unique skills complement those of their colleagues.
Question 3 of 10
What personal ritual did the author use to overcome his own flaws and improve his collaboration skills?
  • A. Imagining himself taking off a 'cloak of self-righteousness' and a 'flashy tuxedo.'
  • B. Taking a five-minute silent meditation break before speaking in meetings.
  • C. Writing down three compliments for his colleagues before entering the boardroom.
  • D. Reciting the company's core values out loud to his team every morning.
Question 4 of 10
How does 'authentic pride' differ from the dominating behavior exhibited by leaders like Steve Jobs?
  • A. Authentic pride relies on making others fear you to achieve quick results.
  • B. Authentic pride drives you to gain respect by offering valuable skills and contributions to the group.
  • C. Authentic pride involves hiding your flaws to maintain a flawless public image.
  • D. Authentic pride encourages employees to claim individual glory for team achievements.
Question 5 of 10
What biological explanation is provided for why women often make highly successful workplace leaders?
  • A. They possess the SRY gene, which makes them highly competitive in stressful situations.
  • B. They process logical information and data faster than men during corporate crises.
  • C. They naturally lack confirmation bias, allowing them to make purely objective decisions.
  • D. They have a 'tend and befriend' response to stress, which helps initiate collaboration and build community.
Question 6 of 10
Why does Dr. Brett Grellier recommend using a neutral facial expression when first greeting someone in certain contexts?
  • A. Neutral expressions establish dominance and authority immediately in negotiations.
  • B. Smiling is universally considered unprofessional in serious business environments.
  • C. A big smile can sometimes be interpreted as threatening or trigger traumatic memories.
  • D. It prevents the other person from guessing your hidden negotiation strategy.
Question 7 of 10
In a business negotiation between an American and a Japanese executive, what cultural misunderstanding is most likely to occur based on the text?
  • A. The American may focus too much on group consensus, frustrating the Japanese executive.
  • B. The American may lose interest in the relationship once the deal is closed, deeply offending the Japanese executive.
  • C. The Japanese executive may rush to close the deal without talking, offending the American.
  • D. The Japanese executive may demand individual recognition, clashing with the American's collectivist mindset.
Question 8 of 10
What is 'status affirmation,' a technique recommended by Corinne Bendersky to bridge the animosity gap?
  • A. Asserting your own authority and expertise before making a counter-argument.
  • B. Explicitly acknowledging the legitimacy and expertise of your opponent before countering.
  • C. Demoting the opposing party in a debate to make them more compliant.
  • D. Asking a higher-ranking manager to step in and mediate the dispute.
Question 9 of 10
Which set of tactics is a core part of the 'active listening' skills used by hostage negotiators?
  • A. Mirroring body language, paraphrasing what is said, and labeling emotions.
  • B. Using a commanding voice, interrupting with facts, and establishing physical control.
  • C. Immediately offering a compromise, ignoring unreasonable demands, and setting a timer.
  • D. Refusing to speak until the other party calms down and concedes a point.
Question 10 of 10
How did the author use the psychology of risk-aversion to help get approval for the Pixar 'Up' hot air balloon stunt?
  • A. He threatened to take the lucrative marketing campaign to a rival city.
  • B. He hid the potential risks of the stunt from the stakeholders until the last minute.
  • C. He secured an influential ally so that other stakeholders would fear missing out on a good opportunity.
  • D. He offered a massive financial guarantee to cover any potential damages.

I Don't Agree — Full Chapter Overview

I Don't Agree Summary & Overview

I Don’t Agree (2020) is a practical guide to improving your conflict resolution skills. Disagreement is seen as bad, and even scary. But, actually, conflict can be a powerful engine for growth if you know how to deal with it effectively. I Don’t Agree provides ten practical strategies that will help you become an expert in dealing with conflict in all areas of your life.

Who Should Listen to I Don't Agree?

  • Employees seeking to improve their collaborations
  • Anyone wanting to resolve a bitter argument
  • Parents who want to learn how to teach conflict resolution skills to their kids

About the Author: Michael Brown

Michael Brown is the founder and managing director of an internationally renowned marketing organization. He’s also a social enterprise pioneer, helping to create the first mental health drop-in center inside a soup kitchen. Brown is a sought-after consultant on how to improve organizational cultures and create thriving collaborations.

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