"Good ammunition for contrarians and well-grounded in scholarly research."—Kirkus Reviews
"Charlan Nemeth personifies minority influence; there is no person on the planet better scientifically qualified to write a book on the dynamics of dissent."—Philip Tetlock, Leonore Annenberg University Professor of Psychology and Management at the University of Pennsylvania and author of Superforecasting
"Charlan Nemeth has written the definitive account of dissent and how it affects thinking. This remarkably insightful, grounded, and accessible treatment could not be more important or more timely."—Karl E. Weick, co-author of Managing the Unexpected
"This book will fundamentally change your mindset in how to manage a crisis and should be required reading for all MBA programs."—Jennifer Johnson, President and COO at Franklin Templeton Investments
"A timely tome on the perils of silence and the value of voice. Charlan Nemeth is one of the world's leading experts on making decisions and influencing others, and she presents a career's worth of evidence on why the views you don't want to consider are often the ones you need to hear most."—Adam Grant, New York Times bestselling author of Originals, Give and Take, and Option B (with Sheryl Sandberg)
"A beautifully written and important book that deserves to be read by the docile and disobedient alike. Crowds are sometimes wise, but Charlan Nemeth shows how, when, and why listening to the majority is dangerous, and why disagreement is often an engine of innovation, persuasion, and error correction."—Adam Alter, bestselling author of Irresistible and Drunk Tank Pink
"A lucid, practical guide to fostering smarter teams, companies, and societies. Charlan Nemeth demonstrates the power of nonconformists in raising the quality of our group decisions."—William Poundstone, author of Are You Smart Enough to Work at Google?
"Insightful, easy to read and full of examples... In this illuminating book, Charlan Nemeth demonstrates how dissent improves decision-making. This is a book every manager and board member should read."—Professor Saadi Lahlou, Chair in Social Psychology, London School of Economics