Advisor I Mentor

Sparring partner

Piotr

Kania

As a leader, in your daily work, you are likely focused on ensuring your team operates effectively and harmoniously, building collaboration on trust, shared commitment, and the achievement of common goals. You pay attention to creating a positive atmosphere, making sure any tensions are quickly resolved, and conflicts are addressed with a spirit of compromise. You prioritize integration and avoid situations that could lead to disputes, considering the absence of crises one of your priorities.

After all, in today's environment, where employee well-being and satisfaction survey results play a crucial role in assessing managerial competencies, such an approach seems natural.

But do you ever wonder how this approach impacts the long-term results of your team? Could it unintentionally lead to stagnation, weakened dynamics, and limited potential?

Although conflict in an organization is usually seen negatively – as a source of stress, frustration, or disruption in team performance, and might be perceived as a major setback for a manager who invests energy in creating a good atmosphere of collaboration – it does not necessarily have to be something undesirable. On the contrary, it can be an important driver of growth, both for the team and the entire organization. In fact, it is the lack of conflict, excessive agreement, and avoidance of friction that can lead to stagnation, complacency with the status quo, and a lack of creativity. So how can you approach conflict in a way that supports development rather than causing destruction?

Conflict as a Stimulator of Creativity
 

Contrary to common belief, conflict within a team does not have to be a negative phenomenon. When properly managed, it leads to the discovery of innovative solutions that could be overlooked in a consensus-driven environment. It is worth viewing differences in opinions as potential rather than a threat.

In a team where everyone agrees and disputes are avoided, there is a risk of falling into routine. This situation leads to:

• Lack of Innovation – When a team avoids confrontation or differences in opinions, it naturally eliminates opportunities for analyzing alternative solutions. Consensus can lead to the acceptance of mediocre ideas that do not require in-depth analysis. Meanwhile, constructive conflicts allow the exploration of different perspectives, fostering the search for creative solutions. Discussions based on diverse viewpoints can result in ideas that would not otherwise have the chance to emerge. In this way, differences within your team can become a key element in creating groundbreaking concepts.
• Lower Engagement – A team where there is pressure for conformity may experience a decline in employee engagement. When no one challenges the status quo, individuals begin to feel that their opinions do not matter. Employees who do not have space to express their views or contribute innovative ideas often lose motivation to actively participate in meetings, discussions, and team processes. Conflict, which creates an opportunity for open exchange of ideas, strengthens a sense of agency and supports a culture of shared responsibility. As a result, your team members will feel important and engaged in achieving your common goals.
• Loss of Competitiveness – A lack of internal challenges and avoidance of disputes affects an organization’s ability to adapt to the dynamically changing market environment. Organizations that do not question their assumptions risk falling behind their competition. Conflicts can serve as "correctors" – they force rethinking strategies, improving processes, and adapting actions to new challenges. Regular dialogue based on various perspectives will allow your team to grow and continuously adapt to the changing needs of the market.

Substantive conflict, based on differences of opinion regarding work, is an essential element of team creativity. Creative friction, properly moderated by you, can lead to the development of new and better solutions. The diversity of experiences and viewpoints within your team will then become its strength.

Example:
In one Polish company manufacturing household appliances, a problem arose with rising costs and decreasing productivity on a key production line. During a meeting of the technical team, two different concepts for changes were proposed. One part of the team suggested full automation of the process – investing in modern machines that would speed up production and reduce human errors. The other group, composed of experienced operators, argued that manual elements of work were key to product quality and allowed for quicker response to specific customer needs.

The atmosphere in the room was becoming increasingly tense – neither side was willing to give in. The manager, instead of imposing a solution, decided to deepen the discussion. Rather than forcing a compromise, he asked both groups to prepare simulations of their solutions, taking into account costs, time, and product quality.

A week later, the team met again, this time armed with data. It turned out that combining automation with keeping a few key manual steps could bring the best results – reducing costs by 15%, increasing productivity by 20%, and maintaining high product quality. Moreover, this approach gave the operators new roles as "quality guardians" at key stages.

Ultimately, the changes not only revolutionized the production process but also strengthened the team. Employees who had initially been in conflict began to see themselves as co-creators of success. The atmosphere of competition gave way to a shared sense of pride – and the production process became a showcase for the entire company.

When is conflict destructive?

Conflict is a natural part of cooperation, but not all conflicts are beneficial. There are situations where conflict becomes destructive, leading to negative consequences for both the team and the organization. Keep in mind that personal conflicts, stemming from a lack of respect, unresolved tensions, or communication misunderstandings, can lead to situations where the problem becomes difficult to resolve. These often manifest in the following ways:

• Personal attacks and emotional escalation In conflicts where emotions dominate, the conversation can quickly turn into a series of personal attacks, where one party begins criticizing the other on an individual level rather than focusing on the substance. Such behaviors not only worsen the atmosphere but also hinder constructive problem-solving. Instead of focusing on solutions, those involved in the conflict start blaming each other. Emotional escalation often deepens misunderstandings, making it harder to return to a rational discussion. In this case, you need to take control of the situation, create space for a calm exchange of views, and remind everyone of the common goals. Raising awareness of the shared vision for your team, where everyone has their place and purpose, can help calm emotions.

•   Decrease in morale and team engagement If personal conflicts are not properly managed, they can significantly impact team morale. When members of your group witness, and even more so participate in, such tensions, they may feel discouraged, frustrated, and in extreme cases, lose faith in the team’s ability to execute your vision and achieve common goals. This unhealthy atmosphere can reduce engagement, as employees naturally begin to avoid involvement in projects or discussions, fearing further misunderstandings. To prevent this, you need to step into the role of mediator, prevent the development of negative dynamics, and emphasize the importance of mutual respect and open communication within the team.

•   Reduced effectiveness and deterioration of internal relationships A neglected personal conflict, which isn’t resolved quickly, can severely limit the effectiveness of your work. Employees who focus on personal differences will not be able to concentrate on tasks or collaborate with other team members. The conflict may also lead to divisions within the team, making cooperation more difficult and reducing efficiency. In the long run, this will result in decreased trust between employees, which will only deepen internal issues. When you identify such a prolonged conflict, you need to take action as soon as possible and aim to resolve it through mediation, clarifying misunderstandings between employees, and restoring an open, constructive atmosphere of collaboration.

Remember, your key task is to recognize whether the conflict is about the substance or emotions, and then appropriately address the situation.

Example:

In a company selling software for the financial sector, two salespeople started competing for the highest sales results. The conflict erupted when one of them accused the other of taking over his clients, while the other claimed that the first one was unfairly receiving help from the technical support department, which gave him an unfair advantage. The dispute quickly turned into personal attacks, which negatively impacted the team’s atmosphere.

The manager noticed that the conflict had an emotional basis, so he organized individual meetings with each of the salespeople to understand their perspective. It turned out that both felt unappreciated and feared that the competition would spiral out of control. The manager invited them to a joint meeting, where misunderstandings were clarified, and rules were established regarding the client division and technical support.

After a few weeks, although the atmosphere improved, sales results didn’t drastically improve. It turned out that key changes needed to involve not only the client division but also more effective collaboration and better use of lead management tools. After further meetings and joint training, the salespeople started sharing information about potential clients better, which allowed them to develop a more coherent client service strategy. Over the next months, results improved, and the team’s atmosphere became more collaborative, with less tension and greater focus on team goals.

How to differentiate between good and bad conflict?

To evaluate what kind of conflict you’re dealing with, it’s important to first take a close look at its characteristics and dynamics. Here are some key aspects to help you assess whether the conflict may be beneficial or will only be destructive for your group:

• What is the conflict about?

• Substantive conflicts: These are based on facts, data, and opinions related to the work being done, strategies, or processes. In these conflicts, the goal is to solve the problem, not to attack the other party. An example might be a discussion about the best way to execute a project or choose appropriate work tools. In this case, differences in opinions may lead to a creative solution and better use of available resources.
• Personal conflicts: These are usually based on emotions, personal prejudices, and misunderstandings. They often stem from feelings of threat, jealousy, lack of trust, or unclear expectations. In such situations, the goal is not to solve the problem but often to "destroy" the other side or defend one’s position. Personal conflicts are difficult to resolve because they do not concern professional matters but individual emotions and relationships that require deeper understanding.

• Does the conflict lead to better understanding of the problem?

• Constructive conflicts: These encourage the analysis of different perspectives and allow the problem to be viewed from various sides. The parties involved aim to clarify the causes of the problem, which can lead to better solutions, innovative ideas, or process improvements. Such a conflict is seen as an opportunity for improvement and growth. An example could be a conflict about process inefficiency that leads to a joint effort to find ways to improve it.
• Destructive conflicts: These lead to escalating tension rather than solving the problem. The parties become increasingly closed to each other’s arguments and focus mainly on blaming each other. Such conflicts often lead to a worsening work atmosphere, and instead of solving the problem, they only exacerbate it, which can affect the entire organization.

• How open are the participants to dialogue?

• In constructive conflicts: The parties are willing to talk, listen to each other, and try to understand different points of view. In such situations, both sides strive to find a common solution with the team’s or organization’s well-being in mind. This openness to dialogue not only helps solve the current problem but also builds trust and better collaboration in the future.
• In destructive conflicts: Accusations, blame, and a lack of compromise dominate. The parties focus more on attacking each other than solving the problem. In such cases, communication is one-sided and full of emotions, which leads to further escalation. These conflicts can lead to long-lasting divisions within the team, a lack of cooperation, and decreased effectiveness.

Managing constructive conflict – practical tips: Managing conflict, especially constructive conflict, is a key skill for managers. Mastering this art allows you to draw valuable lessons from difficult situations.

• Moderating the discussion – ensure the conversation stays focused on the substance

• Your role as a manager: You play the role of a moderator, directing the conversation in such a way that it does not veer into emotions or personal attacks. It’s important to establish discussion rules that ensure each argument is evaluated based on its substance, not emotional content. In practice, this means you will have to remind the team to refer to facts, data, or specific examples rather than making general, unfounded opinions. This will help avoid escalating conflicts that arise from personal grievances.
• Moderation techniques: A good practice might be to use the “5-minute rule,” which ensures that each party has an equal opportunity to express their opinion within a limited time. Alternatively, you can use paraphrasing—repeating what was said to ensure both sides’ arguments are understood correctly, objectively, and neutrally.

• Providing space for expressing opinions – every team member should have a chance to speak

• Equality of Voice: In a constructive conflict, it is crucial that every person involved has the opportunity to speak and present their point of view. Often in conflicts, you may notice that one of your employees dominates the conversation, usually those with more experience, authority within the group, or a stronger personality. Don’t allow that person to take over the meeting! This may only escalate the conflict. You must ensure there is space for each employee to voice their opinion, regardless of their role in the team. You may need to take on the role of managing the order of speaking and create conditions where even less confident individuals can participate in the discussion.
• Techniques for Giving Voice: You could consider, for example, giving meeting participants "speaking cards," which grant each person the right to express their opinion in a predetermined order. This ensures equal access to the space to voice opinions. Another approach could be to conduct a brainstorming session among the invited participants, where everyone can submit their proposals or solutions anonymously. This should significantly reduce the pressure associated with direct confrontation.
• Focus on Common Goals – Resolve Conflict with the Team and Organization’s Objectives in Mind:

• Shared Mission: Every conflict in your team should be resolved within the context of your shared goal, which unites all members of the group. It is crucial to remind participants of the overarching goal, which is achieving team and organizational results, not just winning the discussion or proving that one point of view is better than another. This should allow you to focus the discussion on finding solutions that will contribute to your team's success.
• Example of Goal Orientation: An example could be a situation where the project team is arguing over how to divide tasks. In this case, remind everyone that your common goal is to complete the project on time and within budget. Then, guide the discussion in such a way that participants focus on how their suggestions can contribute to that goal. This approach will help you concentrate on solutions that support your shared goal, rather than focusing on individual preferences.

Managing Destructive Conflict

Managing destructive conflict will require a high level of emotional maturity and conflict resolution skills that minimize negative outcomes while leading to a constructive resolution of the problem. The key is to intervene at the right time, using active listening, establishing collaboration guidelines, and ensuring that the final solution addresses the personal situation in an individual and empathetic way.

• Timely Intervention – Quick action prevents escalation
• Early recognition of signals: In the case of destructive conflicts, swift intervention is crucial. It is important to recognize the signs of conflict before the situation spirals out of control. Symptoms such as rising tension, avoidance of conversations, or decreased team engagement should serve as a clear signal to take action. The earlier you assess the situation and intervene, the easier it will be to control the escalation of the issue.
• Manager's role: Take immediate action, such as organizing a meeting with the people involved in the conflict and focusing on understanding the essence of the issue before the situation turns more destructive. Early intervention will prevent more severe consequences, such as deteriorating team morale, atmosphere, or decreased effectiveness.
• Active Listening – Listening to all parties in the conflict, separating emotions from facts
  • Careful listening to each side: To effectively manage destructive conflict, you must demonstrate active listening skills—understanding not only the words but also the emotions behind them. Make sure to let all parties express their feelings and opinions, but they must be separated from the facts to avoid obscuring the real picture of the situation.
  • Active listening technique: This involves paraphrasing statements, asking questions to clarify doubts, and expressing empathy towards the parties involved in the conflict. This approach will help you build trust and a sense of being understood, which can significantly ease tension and open the way to conflict resolution.
• Establishing Cooperation Guidelines – Developing communication and teamwork rules to prevent similar situations in the future
  • Communication rules: In personal and destructive conflicts, it is important to help the team establish clear communication rules that reduce the potential for misunderstandings and escalation. This may involve determining how problems will be addressed, what language and tone should be used, and how to react to conflict situations.
  • Collaboration rules: An essential element will be creating a culture of openness and respect within the team, where conflicts are seen as a natural part of the creative process rather than a threat. Your clear communication on this will be crucial. Establishing clear guidelines will reduce the risk of conflicts turning into destructive confrontations in the future. Good practices include setting boundaries for constructive criticism, determining dispute resolution methods, and establishing what happens if a problem escalates.
• Individual Approach – Personal conflicts may require one-on-one conversations to understand the sources of tension
  • One-on-one conversations: In situations where the conflict is personal and deeply rooted in emotions, one-on-one discussions with each party involved may be necessary. You need to ensure that these conversations provide a space for free expression while also clarifying the underlying causes of the tension. Take enough time to allow each employee involved to present their side of the story. Remember, some people may need more time to express their opinions and emotions. Often, hidden motives such as unmet needs, career concerns, lack of support, or differences in working styles will emerge during these conversations.
  • Individual approach to each party: Through individual conversations, you will gain a deeper understanding of each person's perspective. This often allows you to identify objective causes of tension and suggest constructive solutions. This approach will prevent future escalations as it will give all parties the feeling that their viewpoints are fully understood and appreciated.

Lack of Conflict – The Risk of Stagnation

If your team has not faced challenges for a prolonged period, it may begin to lose motivation to seek new solutions. Your people may become complacent with what is familiar and avoid stepping outside established patterns. In such an atmosphere, innovation will be stifled, and the organization will lose flexibility. To bring about real change and achieve better results, you must create a situation where team members feel comfortable expressing their opinions, even those that may differ from others. Modern, innovative teams need constructive discussion and sometimes conflict to push them to think outside the box and develop solutions that lead to real growth.

Example:

A situation observed in a Polish tech company perfectly illustrates how the lack of conflict can impact organizational growth. The marketing team, which had been working in an atmosphere of agreement and avoidance of disputes for a long time, began to notice that its results were weakening. When the team leader proposed new ideas, the team agreed without significant objections. No one questioned the ideas, and no one sought alternative solutions. As a result, the marketing campaigns failed to capture the audience's attention, and sales figures started to decline. The team fell into a routine, not seeking new, innovative ways to reach customers. Instead of challenges pushing creativity, stagnation set in.

The breakthrough occurred when the company hired a new manager who focused on open communication and encouraged questioning the existing strategies. "I'm here to listen to your ideas, even those that might seem controversial," he told his team. As a result, the first arguments and differences of opinion emerged, and every new concept had to be thoroughly thought out and justified. The manager used these discussions as a tool to draw out the team's most interesting and creative ideas.

Instead of approaching problems with certainty, the marketing team began questioning their own assumptions. The team held brainstorming sessions, analyzed every aspect of previous campaigns, and explored customer trends and preferences in ways they hadn't done before. As a result of these open debates, they developed a completely new approach to product promotion. They changed their communication style with customers, introduced more personalization in campaigns, and gained greater interaction with their audience. This transformation led to a significant improvement in sales results, and the team regained its enthusiasm for work, becoming more innovative and motivated.

This example shows that without conflict, even minor ones, an organization can lose its drive for development and innovation. Open, constructive disputes and diversity of opinions may initially cause discomfort, but in the long run, they lead to better results. By having the courage to face misunderstandings and challenges, the team not only improved its performance but also gained new energy for future work.

Summary

Conflict, although it may evoke negative associations, is not inherently bad. Whether conflict has a positive or destructive impact on your team and organization depends on how you manage it. Constructive conflict—based on substantive differences and openness to various perspectives—can be an excellent opportunity to enhance creativity, engagement, and team flexibility in the face of change. On the other hand, destructive conflict, which turns into personal attacks and emotional escalation, can lead to chaos, decreased morale, and lowered effectiveness.

As a manager, it is crucial to recognize what type of conflict you are dealing with. If the conflict stems from substantive differences, treat it as an opportunity for constructive discussion, working out better solutions, and bringing the team closer to common goals. However, if you see that the conflict is turning into personal attacks and escalating emotions, respond immediately. In such cases, your role is to act as a mediator—help restore balance, focus the team on common goals, and remind everyone of the values that unite them.

Don't forget that ignoring a conflict can lead to serious consequences. It can cause a decline in morale, reduced work efficiency, and, in the long term, divisions within the team. So, don't wait for the problem to escalate. Quick intervention, mediation, and fostering a culture of open communication are your key tools in managing conflicts.

Remember, as a manager, you have an impact on how the conflict will evolve. Effective conflict management, based on recognizing emotions, mediation, and promoting a culture of respect, can turn difficult situations into opportunities for growth and strengthening the team. How you lead your team through these challenges is crucial for its future and effectiveness.