I regularly see both leaders and teams grappling with how do conflict well. There seems to be general acceptance that disagreeing well can be beneficial, in terms of problem solving, collaboration, change and strategic thinking to name just a few.
In practice many people seem reluctant to really engage with conflict constructively.
This article discusses what the author believes sets the best teams apart — their members’ raw capacity, the scale of their aspiration and achievement, and their constant generative tension — and unpacks how to manage the latter so that teams are productive, not destructive.
How well do the teams you are part of use conflict in order perform better?
