Most advice about how to run a successful meeting seems to involve doing things that seem forced. But this advice, from an interview with Kevin E. Lofton in the New York Times, just intuitively makes sense:
In our senior management meetings, we appoint a designated devil’s advocate, as we call it. So if we’re discussing a critical issue, we’ll appoint someone — and the role rotates — to be the devil’s advocate, no matter what their personal point of view is. That helps you avoid groupthink.
