Directions:
Read the following text and answer the questions by choosing the most suitable subheading from the list A-G for each of the numbered paragraphs.There are two extra subheadings which you do not need to use. Mark your answers on the ANSWER SHEET. (10 points)
A. Stay calm
B. Stay humble
C. Don't make judgments
D. Be realistic about the risks
E. Decide whether to wait
F. Ask permission to disagree
G. Identify a shared goal
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say?

After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe “you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks," says Weeks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your thinking - all the things that would make the disagreement stronger or more valid." It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.

Before you share your thoughts, think about what the powerful person cares about —it may be the credibility of their team or getting a project done on time," says Grenny. You're more likely to be heard if you can connect your disagreement 'to a higher purpose.” When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion. will then become more like a chess game than a boxing match," says Weeks.

This step may sound overly deferential, but, according to Grenny, it's a smart way to give the powerful person psychological safety and control. You can say something like, I know, we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, "allowing them to verbally opt in," says Grenny. And, assuming they say yes, it will make you feel more confident about voicing your disagreement.

You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety, it undercuts the message, Weeks says. It sends a mixed message, and your counterpart gets to choose what to read, she explains. Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. You don't want to be mouse or talk in a whisper, but simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you, says Grenny. It also makes you seem confident, even if you aren't.

Emphasize that you’re offering your opinion, not “gospel truth,” says Grenny. “It may be a well-informed, well-researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence." Instead of saying something like, “If we set an end-of-quarter deadline, we'll never make it,” say, “This is just my opinion, but I don’t see how we will make that deadline.” Weeks suggests adding a lot of “guiding phrases” like “I'm thinking aloud here.” This will leave room "for dialogue. Having asserted your position (as a position, not as a fact), “demonstrate equal curiosity about other views," says Grenny. Remind the person that this is your point of view," and then invite critique. Weeks suggests trying something like, “Tell me where I'm wrong with this." Be genuinely open to hearing other opinions.