Why the ability to disagree is a skill to be taught in Management education

A Management classroom reveals itself in an odd moment: not when the professor asks a difficult question, but when a student thinks the professor may be wrong. There is usually a pause. Someone begins cautiously, “Sir, perhaps there is another way of looking at this…”

That hesitation matters. A few years later, the professor will be replaced by a boss, the classroom by a boardroom, and the question may no longer concern a case study. It may concern an unrealistic sales target, a questionable acquisition, an AI system with hidden bias, or a decision that will cost people their jobs. The graduate who has learnt only how to give the expected answer may be highly qualified but poorly prepared to lead.