One of the ideas that stuck with me most from my time at McKinsey is this concept of “obligation to dissent”: if you saw something that did not make sense, you had a responsibility to say so.
Not to be difficult, but because the friction introduced by good dissent usually made us all better. It forced the team to think more, pressure test the logic, and sharpen the answer.
I keep thinking about that now because AI removes a lot of that natural friction. It lets us move from thought to output almost instantly, which is amazing, but also very dangerous.
That is why I think the willingness and ability to effectively practice dissent is one of the most important skills in the age of AI.