Why constructive conflict matters
“When two men always agree, one of them is unnecessary.” - William Wrigley Jr
When we think of conflict – we tend to think of the unhealthy, destructive kind. We are confronted daily by stories of aggressive conflict, from wars, to street violence, to school-yard bullying in Parliament. So when we think about conflict in the work place it doesn’t often conjure up a pretty picture: fractious conversations, raised voices and finger-pointing, followed by hurt feelings, awkward silences and stand-offs. Or maybe we imagine the hidden conflicts, simmering beneath the surface, the kind that keep you walking on egg-shells for fear you’ll set off the next landmine. Unfortunately, conflicts of these kinds create defensiveness and office politics but rarely create great work.
Make no mistake, though, over-indexing on harmony can sound the death knell for creativity too. Cohesion and consensus might make for a smooth meeting but do they ever truly lead to ground-breaking thinking? Whilst creativity might struggle in a toxic climate, it thrives on the tension created between differences of opinion. So if your aim is to push creative boundaries and challenge the status quo – then the right kind of conflict is a necessity.
However, when the average leader already spends 25% of their time resolving conflicts, it might seem counterintuitive to proactively light fires and lob hand-grenades into your team. But learning how to nurture constructive rather than destructive conflict is a skill that leaders of creative businesses need to master, because of its power as a creative tool:
Conflict breaks down ‘groupthink’: this is a psychological phenomenon that occurs in groups where the desire for harmony creates conformity, in which no one wants to rock the boat. The preference for consensus leads to a lack of honest opinions and critical evaluation of ideas, as well as the loss of independent thinking. Whilst groups in its grip might index heavily against cooperation, it’s likely their creativity will have taken a heavy hit. Conversely, according to the authors of ‘The Right Fight’, “science shows, dissent will fire up more of an individual’s brain, stimulating more pathways and engaging more creative centres.” In short, picking fights taps into what makes people more innovative and unique.
Conflict creates engagement: Perhaps an even more insidious organisational behaviour, is that of apathy. Sometimes called the ‘Bystander Effect’, it’s been proven that groups can feed collective apathy and create a diminished sense of responsibility in individuals – aka the “Someone Else Will Do It’ disease. Whereas, conflict demands engagement, creates passion and energy and forces individuals to take a position and have a point of view.
Conflict encourages competition: Listening to a barny in the office might be a bit distracting but when it’s about the work, it shows a commitment to solving problems with the best ideas. This sends a signal to others that it’s ok to be passionate and competitive too. Ask most brilliant creatives and they will tell you their best work was done in environments where healthy competition was rife amongst their peers. Whereas, a team that never argues, might indicate a problem in your culture, where people avoid openly expressing ideas for fear of being ridiculed. Or, perhaps worse, that they just might not have that many ideas in the first place.
However, whilst these may be good reasons for your teams to scrap in the name of great work, if you want to encourage constructive conflict, instead of a daily blood bath, be aware that there are certain ground rules and conditions you need to establish first
Rule 1: Keep it above the belt
The first rule of fight club is….you do not make it personal. Sometimes called ‘task conflict’, constructive conflict is purely in service of the work. If the intent is genuinely to drive better work, then as long it’s done with respect, encourage your team to speak their minds and to challenge each other’s ideas, and most importantly, yours. But keep alert for arguments that are personal or emotionally driven. If a row is really about a personality clash, a relationship issue or ego, then it can quickly escalate into bad conflict - and that has no place in the office. So call time, and give everyone a breather. Then if they’ve still got a beef - they can take it outside.
Rule 2: You DO NOT make it personal!
See Rule 1…seriously…
Rule 3: Ensure a shared agenda
Andy Grove, the late CEO of Intel became notorious in Silicon Valley for his philosophy of constructive confrontation. His style of management was not for the faint-hearted, as it encouraged a culture of direct, no-holds-barred feedback and debate. However, it was extremely effective, because Grove had united his team in a common cause. As Monika Szamko, an ex-employee of Intel noted “I watched these people relate, debate and make decisions and what stuck with me the most is how they interacted - as equals and peers…even in the most heated moments, it was all about their collective and intense desire to keep Intel great.” The reality is that great work comes from intrinsic motivation, and there’s no better way to create this than by having a shared, ambitious goal. If you can define a purpose, that your team actually care about, they will be so busy fighting for the cause – they’ll forget about fighting each other.
Rule 4: Have a laugh
Knowing how and when to use humour is your secret weapon in healthy conflict. A well-placed quip can puncture rising tensions and help keep perspective. According to Robert Sutton, author of ‘Weird Ideas That Work’, a positive outlook also equips people to better handle conflict: “People in good moods are more cognitively flexible”, which makes them better at adapting their thinking than their grumpier counterparts. That said, Sutton also recommends that you have at least one grumpy person in the mix – as they will be the honest brokers who can bring everyone back to earth, when group enthusiasm for an idea has got them all too high.
Similarly, Sutton argues that optimists make better creatives, as they find it easier to bounce back from set-backs and move on. Pessimists have a harder time dealing with failure, which frankly makes them no fun when the debate isn’t going their way. So try casting your team with a bias towards ‘can-do’ positivity, and encourage a bit of banter. You might just achieve Sutton’s holy grail of ‘happy people fighting’ – which will lead to better work and hopefully lower hospital bills.
Rule 5: Reward rule breakers
As Sir Ken Robinson says: “you’ll never do anything creative if you’re not prepared to be wrong,” so it’s critical you create a culture in which taking risks and cocking-up are not just ok but are actively encouraged. Unfortunately, a comfy and risk-averse workplace can breed complacency, which spells disaster for a creative business. Whereas, a climate that supports healthy conflict encourages those that shake things up and keep the business on its toes. So think about rewarding the rule-breakers and the trouble-makers…and reward failure, perhaps even more than success. Apathy and inaction are the real creative enemies, so save your choicest punishments for them instead.
Rule 6: Mix it up
“Conflict is the primary engine of creativity and innovation. People don't learn by staring into a mirror; people learn by encountering difference.” Ronald A Heifetz
Obvious though it may sound, in world that’s finally getting its head around the importance of diversity, inviting different opinions and experiences into the mix is the precursor to good conflict. So, hire those that don’t fit the mold; that don’t dress, think, behave or pee like you do - who will bring a totally different perspective to the table. Embrace the misfits, and the ones that make you downright uncomfortable, and go out of your way to cast teams around a problem that you know won’t see eye-to-eye. You might be setting them up for fireworks but as long as you enforce Rule 1 and encourage Rule 4 – then enjoy the show. At least you know the output won’t be dull.
The reality is that it’s a tough balancing act for any leader to inject enough tension into their team to keep the frisson of constructive conflict alive, without stoking the fire of all out warfare. But if you only see your role as peace-maker and not peace-breaker, then you’re in danger of creating a harmonious but passive culture that’s more at home with the Stepford Wives than with cutting edge creativity. So, if you truly care about doing great work, then follow the rules, prepare to referee and get your team ready to fight. If the greatest creativity is borne out of conflict, then as Tyler Durden says, who wants “to die without any scars”?
https://www.creativereview.co.uk/why-constructive-conflict-matters/