---
id: "question-subtract-vs-exit"
type: "open-question"
source_timestamps: ["§ Facing True Disagreement"]
tags: ["decision-making", "leadership"]
related: ["framework-facing-true-disagreement"]
resolutionPath: "Creating a decision matrix based on the strategic criticality of the dissenting executive's role versus the strategic criticality of the subtracted initiative."
sources: ["governance"]
sourceVaultSlug: "hbr-seg-governance"
originDay: 7
articleStem: "hbr-cl-85-false-alignment-trap"
sourceUrl: "https://hbr.org/2026/07/the-false-alignment-trap"
sourceTitle: "The False Alignment Trap"
---
# When to 'Subtract and Defer' versus 'Offer an Attractive Exit'?

**Open question:** When should leaders **'Subtract and Defer'** versus **'Offer an Attractive Exit'**?

The [[framework-facing-true-disagreement|four options for facing true disagreement]] list 'Subtract and Defer' and 'Offer an Attractive Exit' as sequential options, but the exact criteria for when an executive's dissent warrants *removing them from the company* versus *shrinking the scope of the transformation* is left to the reader's judgment.

**Possible resolution path:** Create a decision matrix weighing the strategic criticality of the dissenting executive's role against the strategic criticality of the subtracted initiative.