Taking the lead: How city officials can and should welcome disagreement

GUEST ARTICLE BY MATT LEHRMAN

Civility in local government is like guardrails on a highway. It provides the structure by which municipal leaders and the public can navigate around each other. Securing travel lanes provides safety for people heading in all directions.

When civility breaks down, people and perspectives collide — resulting in misunderstandings and disagreements that can harm relationships and fracture a community’s sense of togetherness. Guardrails can’t provide complete protection from conflicts, but they are the fundamental structures of cooperation and coexistence.

Why civility matters

Every city official is responsible for the infrastructure of civility in their municipality. Whatever your personal agenda or philosophy, you are — by nature of your position — responsible for ensuring access, information, and respect for all. Especially those with whom you disagree.

Creating an environment that is open, fair, and considerate to everyone is crucial. This means basing your decisions on facts, being transparent in your actions and decision-making processes, and promoting a sense of pride and togetherness throughout your community.

By prioritizing civility, you set a positive example and build trust and confidence — not just in local government, but in your community’s essential quality of togetherness. A civil local government is not just nice to have but a must-have. It is the foundation of a healthy and functioning democracy.

How to welcome disagreements

Disagreement is not a sign of dysfunction, but rather a prerequisite for effective decision-making in a free society. Democracy enables people with assorted knowledge, values, and lived experiences to come together and solve community problems. You cannot effectively lead without the presence of diverse and passionate perspectives.

Disagreement also helps expose underlying assumptions and biases. When people with different perspectives come together, they are often forced to articulate and defend their assumptions and values — a process that reveals hidden biases and assumptions. By engaging with dissenting viewpoints, city leaders can gain a comprehensive understanding of the problem they are trying to solve. Diverse perspectives can help to identify issues that may have been overlooked or underappreciated. In this way, disagreement can be a catalyst for creativity and innovation.

When people can express their views and engage in constructive dialogue, they are more likely to hold their leaders accountable for their decisions. Can you make yourself comfortable with feedback and criticism? By engaging with diverse perspectives — or even dissent — you can create a culture of accountability that ensures decision-making is truly transparent and responsive.

As a civic leader, when you say “community,” it’s especially important for people to remember that you serve the entire population of your city. While it may be tempting to focus on the interests of your most vocal supporters or the loudest voices, doing so can lead to short-term thinking and neglect of the broader community’s long-term interests.

Disagreement builds trust and strengthens relationships. When people feel that their opinions are valued and respected, they are more likely to become invested in the decision-making process. By creating forums for meaningful dialogue, city leaders can demonstrate their commitment to the community and build relationships of trust and mutual respect. Disagreement can be a powerful force for social cohesion and community building.

While disagreement can be challenging and uncomfortable, leaders must foster an environment that encourages open and honest communication. This may require developing formal mechanisms for soliciting feedback and dissent, such as public forums or advisory committees. Leaders must also be prepared to model constructive dialogue and demonstrate a commitment to the values of transparency, accountability, and inclusivity.

Of course, that’s easier said than done. And not all disagreement is productive. Many of us have been on the receiving end of anger and vitriol. Next week, I’ll provide some thoughts on how to stand strong against incivility.

Matt Lehrman is the managing director of Social Prosperity Partners. He will deliver the opening keynote “From Conflict to Conversation” at the League of California Cities Annual Conference and Expo on Sept. 20. This is part one of a two-part article, a version of which originally appeared in Minnesota Cities magazine.