Around 85% of leaders endorse “healthy conflict” in honesty and innovation surveys. Yet psychosocial safety research indicates 50–60% of employees still suppress dissent, partly due to fear of repercussions and partly because disagreement is often interpreted as an infraction itself.
Helping Team Culture Plug-In and Play Fair
This new focus on a “right culture” works for branding products and services. Before the icing, teams need their house in order, built bottom up, with clear ways to navigate behaviour, friction, and accountability.
“Disagreements Are Conflicts”, I Disagree
I often question why we lean on the word conflict for what is, at its healthier core, simply disagreeing. Those terms are frequently used interchangeably by experts (Amy Gallo, LinkedIn Post), HR frameworks, and even AI labels, yet they describe different events, carry different temperature, and call for different tools.
Muzzling the Fox, and Nipping the Beaks Before Anyone Gets Eaten or Pecked
In many teams, silence is not agreement. It is self-protection. When people feel that speaking up can bruise their standing, they stop contributing long before they stop caring. That’s when the culture begins to hollow out from the inside.
Resolving AI to Become AGI
AGI is usually framed as a future machine that will solve humanity’s biggest problems. Climate, health, energy, logistics, discovery. Yet the more I think about it, the real gateway to AGI may well lie somewhere far more ordinary: helping us resolve our problems with each other.
Conflict-of-Interest Cause Conflicts, Maybe
I think the root of most micro-conflicts or minor spats start with a simple reality: everyone carries their own level of conflict-of-interest into every discussion, no exceptions. Not financial interests, but personal ones. Opinions, priorities, preferences and especially the ego’s instinctive drive to be right.
Competing Interests Vs Conflicts of Interest
I don't believe in 'healthy conflict". In my book, every workplace micro-conflict, conflict, or global conflict is unhealthy and needs to be resolved and dissipated as quickly as possible. Let’s tighten the wording while keeping our point sharp and neutral: Let’s get the lexicon clear...
What if Managers Were Not Responsible for Their Team’s Well-being and Culture
What if managers were not responsible for their team's well-being and culture? What if managers didn't have the constant strain of mediating the minor infringements and misunderstandings that flare up during heated discussions?
SpatzAI – Self-Managing Culture and Wellbeing on the fly
Most consultants on LinkedIn still view culture and wellbeing as something managers must maintain, a kind of ongoing caretaking or guru-type role layered on top of everything else they already do. The problem is that this model doesn’t scale.
SpatzAI Documents Your Spats
In-team workplace conflicts rarely explode out of nowhere. They build from small lapses in tone, timing, or behavior that go unaddressed until they harden into something larger. Most teams rely on goodwill or leaders to manage these moments, but so much time and effort can be taken up if managers need to intervene in every minor issue.
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