I remember an interview with a smart man at some medical device company. His most memorable thing started with the pretty boring, "what do you like least about work?" So, I replied, "arguing about plans for projects. Many co-workers get emotional there and resist bringing in facts." And his reply to that is what made me think he's pretty smart.
Arguing and debating about what to do is one of the biggest ways that managerial types can add value to a workplace. And it's even right to get a bit emotional, because the things decided in the meeting is probably going to decide stress, money, and life quality for everyone there. It's hard to change plans after deciding what to do in a big meeting. Bad managers will use debate tricks, but so will good ones. Everyone must be aware of these things, otherwise it's out of control. The expectation for senior employees is to be responsible and contribute important arguments in debate.
Arguing and debating about what to do is one of the biggest ways that managerial types can add value to a workplace. And it's even right to get a bit emotional, because the things decided in the meeting is probably going to decide stress, money, and life quality for everyone there. It's hard to change plans after deciding what to do in a big meeting. Bad managers will use debate tricks, but so will good ones. Everyone must be aware of these things, otherwise it's out of control. The expectation for senior employees is to be responsible and contribute important arguments in debate.