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.
Fight, Flight, Freeze, Now We can Flag
Most of us were taught that when uncomfortable friction arises during a disagreement, we have only three responses to consider: Fight Push back using a tit-for-tat reaction. Flight Step away. Avoiding the moment, and sweeping it under the carpet. Freeze Get stuck. Go silent. Ignoring the situation and shutting down.
There’s a Fraction Too Much Friction
I was in a discussion on LinkedIn the other day about disagreement in conversation. The point he raised was that disagreement is a form of friction, and that some amount of friction is necessary for a healthy discussion. I think there is something slightly off in that framing.
Overly Dogmatic “I am right, you are wrong”, Thinking
Most of us don’t recognise it because dogma hides inside conviction. The stronger we feel about being right, the less likely we are to question the beliefs that make us feel that way. And in the world of management and consulting, where confidence sells, this blindness is rewarded.
The Holy Grail of Team Culture – Repairing the Blown Fuse
And so, tension quietly builds, trust erodes, and what was once a cohesive team begins to fracture. We can keep encouraging people to “speak up,” but the real question is how should a team member respond in that very moment when someone crosses their line?
Plan for the Perfect Culture, Then Prepare for the Failure
In workplace teams, everyone nowadays seems to be talking about psychological safety and how an ideal culture protects people within it. But little thought is given to preparing for the daily failures that occur ad nauseam - the small ruptures born of our human fallibility, emotions, and egos. It’s these subtle moments, when someone’s tone sharpens or a correction feels like unfair criticism, that can quietly erode trust.
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