Why is it that formal conflict resolution is always at the end of the process and not the start? When most workplace conflicts, needing resolution, usually (if not in every case) start with a minor infraction, why not enable team members to more formally address these micro-conflicts or minor spats, well before intense and expensive conflict resolution is ever needed?
The Scam of the Respect Industry & Why Disrespect Still Rules
Now ask any expert on psychological safety and they’ll repeat the same rhetoric, that people need to feel safe (respected) when they speak up. In fact, ask anyone on the street and they’ll probably say the same thing. We all want to be treated with respect, especially when we share ideas or concerns.
Why is conflict resolution at the end of the process and not at the start?
When most workplace conflicts, needing resolution, usually (if not in every case) start with a minor infraction, why not enable team members to effectively address these micro-conflicts well before expensive conflict resolution is ever needed.
Attitude Indicator
Imagine if we had an attitude indicator (Wikipedia) for when we are having discussions during difficult workplace decision-making? It would help us see early on when we were starting to lean too far in one direction, when our tone, emotions, or assumptions were pulling the conversation off balance.
Maintaining Respect: Humanity’s Unsolved Engineering Problem
It seems that most organization consultants and psychology experts on Linkedin talk about respect in teams. From HR manuals to corporate slogans, the message hasn’t changed for millennia: treat people with respect.
The DNA of Dialogue: Why Conversation Must Diverge to Converge
I think a truly great conversation is never a straight line. It twists and turns, converging when understanding is reached, and diverging when curiosity reopens the field. Seen from the side, this pattern looks remarkably like a double helix, two minds circling, rising, and learning in rhythm
When “Team-Building” Isn’t in the Team Charter
Sometimes the friction isn’t a difficult colleague (Narcissist) at all; it’s a ritual that outlived its usefulness. When teams centre on the Charter and let SpatzAI handle real-time respect and accountability, they often discover they need fewer “team-building” events, because the real bond is forged in how they handle minor spats, not in how well they throw a trivia night.
What is SpatzAI in a Nutshell
SpatzAI is a real-time micro-conflict resolution platform designed to help teams address and resolve minor workplace spats before they escalate into disputes or conflicts. It combines a structured messaging app, team, and AI review platform that holds team members accountable, creating fairness and psychological safety through transparency.
Stop Calling Your Colleague a “Narcissist” and Start Addressing Their Behavior Instead
In many workplaces today, and especially on LinkedIn, the word narcissist gets tossed around like confetti. It seems that everyone has an opinion on fellow team members' mental health now. A teammate pushes back on an idea? “Classic narcissist.” A manager insists on a deadline? “Total narcissist.” Most of these snap judgements aren’t clinical insight, they’re armchair diagnoses. And once that label is out there, the conversation stops being about what actually happened. It becomes personal, polarizing, and unfair, playing the man and not the ball.
When “Practical” Advice Isn’t So Practical After All
My response to Adam’s post: “With regards feedback Grant, I believe there is either fairly delivered feedback or unfairly delivered feedback. I will accept the content of fairly delivered feedback even if I disagree with the content. I will object, however, to unfairly delivered feedback, no matter if I agree with the content or not. Feedback can be split into two parts, in my book: the content and the delivery. Personally, I think the delivery of feedback is more telling and interesting than the content.”
Object123 