BY: Peter Cheel; Business Coach Sydney, 26 September 2024
Introduction
Should we avoid conflict? This can be a very vexing question, depending on who we pose this question to and their particular context. Historically, the word ‘conflict’ has been viewed in a somewhat pejorative way; that is, conflict is a terrible situation to be in. We only have to look at the dictionary definition to appreciate how often it is viewed negatively, i.e., ‘fight, battle, war; competitive or opposing action of incompatibles: antagonistic state or action; the opposition of persons or forces that gives rise to the dramatic action in a drama or fiction’ (Merriam Webster), etc. You get the idea!
Did you know? According to recent workplace studies, managers spend an average of 30-40% of their time dealing with various forms of conflict. Yet organizations with healthy conflict practices report 25% higher productivity than those that avoid confrontation.
Understanding Workplace Conflict
There are, however, at least two forms of conflict in the workplace, namely positive and negative.
Positive Conflict
Positive conflict involves two or more parties who hold opposing views. The parties engage in constructive debate and ultimately reach a mutually agreeable position. This type of conflict often leads to:
- Innovation breakthroughs
- Stronger team relationships
- Better decision-making
- Increased employee engagement
- Improved problem-solving capabilities
Case Study: The product development team at Salesforce credits their “respectful disagreement” policy with helping them identify critical flaws in a major software update before release, saving the company millions in potential fixes and maintaining customer trust.
Negative Conflict
Negative conflict arises when people hold significantly different positions on a topic and refuse to listen to the other person, believing that their view is the only view that should be adopted. This is sometimes described as a lose-lose situation in which both parties are adversely impacted.
Signs of negative conflict include:
- Personal attacks instead of issue-focused discussion
- Passive-aggressive communication
- Formation of opposing factions within teams
- Decreased productivity and morale
- Increased absenteeism and turnover
In an organisational setting, culture contributes to whether conflict is viewed positively or negatively. It starts with the leadership team or the business owner. People watch the leader’s behaviour and often assume their posture accordingly.
Creating a Positive Conflict Culture
Helpful principles to adopt to usher in an environment where positive conflict is encouraged:
- Champion Positive Conflict
Instil in people that positive conflict is healthy and to be encouraged. Innovation and creativity tend to surface in cultures that embrace diversity of opinion and robust discussion. Negative conflict stifles and suppresses open and honest debate. Therefore, leadership by example is imperative if you want to change the culture.
- Listen Before Speaking
Seek first to understand, then be understood (Stephen Covey). People have a propensity to rush to get their point across and fail to ‘actively’ listen to and understand the other person’s point of view. Listening and understanding first may, on occasion, change one’s view.
- Approach Each Discussion Fresh
Suspend judgement. If a person was oppositional and ‘dug their heels in’ in a previous discussion, it does not necessarily mean they will every time. It’s essential to keep an open mind if past experiences have tainted our perceptions.
- Presume Good Intentions
Assume positive intent. If a person has a strong conviction about something, they may perceive that the motive of the other person is not worthy of consideration. However, if one adopts the starting position that the person has the best interests of the company, project, etc. in mind, this helps one to be more objective and open to differing views.
Conflict Resolution Techniques
|
Technique |
When to Use |
Benefits |
|
Direct Discussion |
For straightforward disagreements |
Quickly addresses issues before escalation |
|
Mediated Conversation |
For emotionally charged conflicts |
Neutral party helps maintain productive dialogue |
|
Collaborative Problem-Solving |
For complex issues affecting multiple stakeholders |
Creates buy-in and comprehensive solutions |
|
Temporary Separation |
When emotions are running high |
Allows for cooling off and perspective-taking |
“The quality of our decisions is directly proportional to the quality of debate that precedes them.” — Management expert Peter Drucker
Transforming Negative Conflict
When faced with unproductive conflict, leaders can:
- Refocus the conversation on shared objectives
- Establish ground rules for respectful discourse
- Separate people from problems through objective language
- Create structured opportunities for all voices to be heard
- Acknowledge emotional components while steering toward solutions
Leadership Responsibilities
In a leadership team environment, robust and rigorous debate must be encouraged. However, the caveat is that cabinet solidarity needs to play out once the debate is over and a decision is taken. Undermining decisions after the debate cannot be tolerated as it eventually creates a toxic workplace.
As a leader of people, if you want to bring about a new initiative that you feel strongly about, don’t rush in with your solution. Instead, be the last person to speak. Raise the topic for discussion and ask your team for their differing views and constructive input. As you listen to the ventilation of ideas, you may adopt someone else’s idea or synthesise the various views into a better solution. So when it’s your turn to speak, people will feel heard and acknowledged, and your position may differ significantly from the one you entered the meeting with. By creating an environment of positive conflict in a team setting, people will be more willing to share their divergent views in the future.
Real-World Example: The executive team at Microsoft attributes much of their turnaround under CEO Satya Nadella to their adoption of what they call “constructive confrontation.” By encouraging team members to challenge assumptions regardless of hierarchy while maintaining respect, they’ve accelerated innovation and broken down traditional organizational silos.
The Role of Trust in Conflict Management
Trust must first be cultivated to facilitate and instil a culture that encourages positive conflict. Without psychological safety, team members will hesitate to express dissenting opinions or challenge the status quo. Leaders can build this foundation by:
- Demonstrating vulnerability by admitting when they don’t have all the answers
- Recognizing and validating contributions, especially from those with minority viewpoints
- Following through on commitments and promises
- Addressing breaches of trust immediately and transparently
- Creating opportunities for team bonding outside of high-pressure situations
Research from Google’s Project Aristotle found that psychological safety was the single most important factor in high-performing teams—more significant than individual talent, experience, or any other variable. When team members trust that they can take risks without fear of embarrassment or punishment, they’re more likely to engage in the productive conflict that drives innovation and excellence.
Conclusion
Conflict, when channelled constructively, becomes not just unavoidable but desirable in high-functioning organisations. By distinguishing between positive and negative conflict patterns, establishing clear protocols for healthy debate, and building the foundation of trust necessary for open dialogue, leaders can transform potential friction points into catalysts for growth and innovation.
The question isn’t whether conflict should be avoided—it’s how we can reshape our understanding of conflict itself, seeing it not as an obstacle to progress but as an essential component of organisational excellence and human development.
About the Author: Peter Cheel is a Sydney-based business coach specialising in organisational development and leadership effectiveness. With over 20 years of experience working with executive teams across multiple industries, Peter helps organisations build cultures that harness the power of constructive conflict.
