Last week, the Department of Health and Human Services (HHS) announced the appointment of its first Chief Competition Officer. This made me think about the need for a Chief Contrarian in healthcare. In an article in The Health Care Blog, it was suggested that HHS should also appoint a Chief Patient Officer. Similarly, non-profit boards need designated contrarians to ask critical questions and push for deeper debate about organizational decisions. This is based on research that suggests teams need a “skilled contrarian” to improve effectiveness. Organizations with designated contrarians encourage healthy dissent and seek ideas that don’t reflect existing paradigms.
Having a Chief Contrarian or designated contrarians is crucial in any organization, whether it’s in the C-Suite, the management staff, a board, or a federal agency. Someone who is not afraid to ask the hard questions, to rock the boat, and to challenge the status quo. It’s not a role that anyone can fill, but it is important that someone does. A Chief Contrarian encourages debate and reflection about an organization’s decisions, slowing the approval of “business as usual.” It’s important to note that needing a Chief Innovation Officer, a Chief Customer Experience Officer, or designated contrarians means that certain aspects are not integral to the mission and need to be baked into the culture.
In conclusion, it’s not just about appointing these officers or designated contrarians; it’s about embracing the need for healthy dissent and alternative ideas, which is crucial for the success of any organization. All organizations need a Chief Contrarian, someone who is not afraid to point out when the emperor has no clothes. Embracing healthy dissent is crucial for the long-term success of any organization.
Kim is a former emarketing exec at a major Blues plan, editor of the late & lamented Tincture.io, and now regular THCB contributor
