How the right kind of conflict can be the key to success

Effective managers encourage robust debate that gives real insight while keeping trust

Most of us find conflict uncomfortable, especially in the office setting. The default for many organisations is to be passive-aggressive. We go to a meeting, smile and nod at decisions that we disagree with. We then do little to support that idea we agreed to.

Such passivity is toxic, we can all recognise. In fact, effective leaders are often marked by their extreme “directness”. They don’t try to balance between some artificial harmony at one end and mean-spirited personal attacks at the other. They are simply candid. Bill Campbell, “the trillion-dollar coach” who worked with Steve Jobs to build Apple from near bankruptcy, didn’t shy away from conflict. His tough message of candour, warmth and respect shows where executives should go: tolerate and even encourage cognitive conflict.

Cognitive conflict is task-oriented. It focuses on judgmental differences about how best to achieve a common goal. It’s healthy when people argue over an issue before a final decision is made. Researchers have found that more task conflict makes for better decisions because the conflict provokes a higher cognitive understanding of the issues.

But then research also shows leaders must minimise relationship conflict. This type of conflict involves emotion rancour and personal disputes, which always lead to lower morale. It limits the information-processing ability of the group; group members spend their time and energy focusing on each other rather than on the issues at hand.

In other words, a team must remember to keep a positive attitude towards one another while voicing their disagreements with others’ opinions. The key is trust. Winning teams are those that may not agree with others’ opinions, but they believe in each other’s intentions. They feel safe being candid. It all comes from a place of love. That’s the condition needed for team members to engage in productive, unfiltered conflict around important issues.

Business is never about business if you want to build trust. Successful leaders do not separate people’s human and work selves. They simply treat every colleague as a whole person. That boundary of professional, personal, family and emotions all wrapped up in one. The messiness is the beauty.

Winning teams may not agree with others’ opinions, but believe in each other’s intentions