Unlocking Productive Conflict: A Secret to a Stronger Executive Team
In the fast-paced realm of leadership, the common belief persists that harmony within executive teams equates to a healthy organization. Meetings proceed with ease, heads nod in unison, and everyone appears to be on the same page. However, Amy Gallo, author of HBR Guide to Dealing with Conflict, challenges this notion by asserting that such tranquility may mask deeper issues within a team. “When an executive tells me they have a team that never fights, that things run extremely smoothly…that’s actually one of the biggest red flags,” she insists. But why does this peace often signify risk?
The Illusion of Harmony
Beneath the calm surface, a quiet storm could be brewing. What appears to be alignment is often “artificial harmony,” concealing unspoken ideas, growing resentments, and undiscovered risks. As Gallo notes, teams that shy away from conflict risk slowing down innovation, degrading decision quality, and fueling clandestine communication instead of open dialogue. Within this simmering silence, the potential for serious setbacks emerges.
The Cost of Avoidance
The reticence to engage in conflict comes with a price. When senior teams avoid hard conversations, they miss out on understanding the necessary trade-offs and tensions that crystallize strategic decisions. The reluctance to disagree might feel less threatening and more likable, but true leadership isn’t about popularity—it’s about forging respect. According to Harvard Business Review, the blind pursuit of peace over conflict can lead to a dangerous neglect of reality.
Embracing Conflict Positively
Gallo reshapes the narrative, urging leaders to consider conflict an ally, not an enemy. She insists that productive conflict, when understood and channeled properly, bolsters respect, deepens relationships, and fosters better decision-making conditions. For this transformation to occur, it’s critical that leaders operate on three levels: adjusting personal mindsets towards conflict, building a team culture conducive to tough conversations, and carefully intervening to ensure disputes remain constructive.
Practical Steps for Leaders
To initiate this cultural shift, Gallo offers tangible entry points. Establish team norms and abide by them, utilize a trusted partner to highlight personal conflict patterns and rehearse unsaid but necessary conversations. And when disagreements arise, leaders must decipher whether to let the team navigate the storm or step in with empathy and clarity.
The Goal? Useful and Aligned Conflict
Ultimately, the aim isn’t to eradicate conflict but to render it useful, transparent, and strategically aligned. As one team member poignantly expressed during a challenging discussion: “This is a tough conversation—and I’m glad we’re having it.”
According to Harvard Business Review, adopting productive conflict isn’t about reducing friction but leveraging it to fuel innovation and robust decision-making, paving the way for an executive team not just to survive but thrive.
