A thought about the debate: I don’t usually prefer going to talks as a format for learning, and I expect a transcript to be long and meandering as you touch on cruxes that are significant to you two but not necessarily to me.
A thing I would personally value after-the-fact is a summary of “what things did either of you learn?” (and I might generally prefer this for most debate/dialogue formats)
That all said, I think it’s cool that you’re holding events like these :)
Sometimes people deliberately fill their environment with yes-men and drive out critics. Pointing out what they’re doing doesn’t help, because they’re doing it on purpose. However there are ways well intentioned people end up driving out critics unintentionally, and those are worth talking about.
The Rise and Fall of Mars Hill Church (podcast) is about a guy who definitely drove out critics deliberately. Mark Driscoll fired people, led his church to shun them, and rearranged the legal structure of the church to consolidate power. It worked, and his power was unchecked until the entire church collapsed. Yawn.
What’s interesting is who he hired after the purges. As described in a later episode, his later hiring was focused on people who were executives in the secular world. These people were great at executing on tasks, but unopinionated about what their task should be. Whatever Driscoll said was what they did.
This is something a good, feedback-craving leader could have done by accident. Hiring people who are good at the tasks you want them to do is a pretty natural move. But I think the speaker is correct (alas I didn’t write down his name) that this is anti-correlated at the tails- the best executors become so by not caring about what they’re executing.
So if you’re a leader and want to receive a healthy amount of pushback, it’s not enough to hire hypercompetent people and listen when they push back. You have to select specifically for ability to push back (including both willingness, and having good opinions).