Tim Harford has been called “Britain’s Malcolm Gladwell.” He is the well-known “Undercover Economist” for the Financial Times. His new book is called "ADAPT: Why Success Always Starts with Failure."
Present clear, crisp evidence that people can believe about whether an idea is working.
We need to push decision making authority as far down the organization as possible. Then people can try new things.
Get straight to the criticism, but express it very positively: "Wouldn’t it be even better if we did X, wouldn’t it be even better if we did Y?"
Try a few new things and yeah, sometimes it will be embarrassing. But maybe that is not such a bad thing. Maybe it’s worth it.
In disagreeing, be specific, targeted, focused and also positive.