High Conflict vs. Generative Conflict
Conflict does not have to be as bad as it often feels. Conflict is a source of energy for change, and it always has the potential to lead to new possibilities and deeper relationships. But for this to happen, we need to build the skills and determination to avoid the lure of high conflict whenever possible.
This is what is meant by the idea of generative conflict.
Why We Gossip About People at Work
Leaders often try to get people to stop gossiping without a deeper understanding of what is driving the behaviour. Is there conflict that needs to be addressed? Are there systemic issues that people are upset about? Getting people to stop the behaviour is very hard if we are not addressing the root cause.
Leading in High Pressure and in High Risk
Fear is a powerful emotion. It can change our judgement and decisions to be less aligned with our values and priorities. When leaders face pressure to make a decision, it’s important to find ways to get aligned with their purpose and the people they are responsible to.
How to Be A Workplace Where People Learn and Grow
When an organization creates enough psychological safety to encourage learning, people are more likely to experiment, take risks, make mistakes they can learn from, and as a result, come up with innovative and unexpected solutions to complex problems.
When Anger Comes to Work With Us
A psychologically safe and conflict capable workplace is one in which people are supported to express and receive anger (and other emotions) in ways that deepen understanding and help everyone make better and more equitable decisions, without creating an environment of fear and distrust.
On Polarity: The Complexity of No Right Answer
A polarity in conflict is a disagreement that is fundamentally unsolvable, because there is no clear right or wrong answer. A polarity becomes a conflict because people care deeply about the outcome, and their underlying ideas, values and beliefs pull them strongly to one side or the other.
How To Be A More Trauma Informed Workplace
Trauma is very common in the workplace, and many workplace cultures make it worse or even create it. Learn tangible steps for building a trauma informed workplace culture that supports people’s safety, belonging and dignity.
Why We Avoid Conflict in the Workplace
Conflict is unavoidable. It is a natural part of human interaction. When we try to avoid it, we usually make it worse. The best thing you can do to improve your team dynamic is develop your own capacity to engage in conflict, and support others to do the same.
How a Workplace Came Back Stronger from a Crisis
Andrew, Enviro’s Director of Operations, knew that something major needed to be done to support healing after a formal complaint of bullying and harassment led to an investigation. They needed a solution to the immediate crisis, but he had a bigger vision than that. He wanted to build a healthy workplace culture where people could collaborate respectfully, disagree constructively, and feel safe enough to learn from feedback.
How to Know When We’re Leading from Reactivity
There is no one right way to engage in conflict, but it is possible to have less reactivity and more choice in our responses. With choice, we can have more fluidity, a sense of capacity, and feel in alignment with our dignity. Leaders have a greater responsibility to develop a range of ways to respond in conflict because of the power attached to their role.