What if workplace culture was supposed to come from the base, not the boss? If one looks at all the posts on LinkedIn you would swear that the boss was responsible for creating the culture of the team. For me, this is close to the opposite of how culture works in societies, and I think it can be the same in workplace teams.
When We Confuse Disagreement with Conflict
Disagreements are not conflicts or friction per se. They are differences in perspective that arise from varying interpretations, incomplete information, incentives, or biases. When handled fairly, they can help teams test assumptions and move toward alignment or, where appropriate, consensus or even compromise....
Disagreements Are Not the Problem, Unresolved Micro-Conflicts Are
Disagreements in teams are not the problem; disagreements that result in unresolved micro-conflicts and misalignment are. A disagreement is often just two people modelling reality differently. It can be useful. It can surface risks, sharpen thinking, and improve decisions. Many high-performing teams disagree frequently, and still collaborate well, by addressing—quickly—any behaviors that create friction or micro-conflicts....
Micro-Conflicts Aren’t the Problem, Unresolved Uncertainty Is
SpatzAI tackles a core challenge in team collaboration identified in research on micro-conflicts and uncertainty: unresolved spats increase uncertainty and hinder team effectiveness.
No Surprises: Creating the Catch-All to Team Alignment
I think most team process agreements fail, sparking minor spats, not because people disagree with the goal, but because teams never agree on how breaches of the agreement will be recognised and addressed....
SpatzAI Workplace Roleplay Scenario
SpatzAI Workplace Roleplay Scenario Using our Spatz Android and iOS MVP chat apps, I ran the following simulation as a test example for what is possible using SpatzAI.
Novelty of SpatzAI and How They Stack Up
The novelty of SpatzAI is not any single distinction, but the integration: precise language, real-time correction, non-punitive accountability, and system-level adjudication tied together in a single workflow.....
Misbehavior Vs Mistakes
I think a large part of why everyday harm persists in organisations is linguistic rather than psychological. We are precise with work outputs, but evasive with conduct. We have no hesitation calling a bad analytical take a mistake. We do not say, “there is a problem with takes, and some poor takes cause issues.” We name the miss because naming enables correction. A mistake is not moral; it simply means the outcome missed the mark.
Psychological Safety: Accountability, Transparency, and the Devil in the Detail
I think far too much is talked around psychological safety—what it is, what it is not—while too few people state, plainly, how they believe it becomes real in someone's day-to-day workplace. These are my tips for how I think it can be achieved:
Làm thế nào để khách quan hơn: Từ đổ lỗi đến trách nhiệm trong 3 bước
Làm thế nào để khách quan hơn: Từ đổ lỗi đến trách nhiệm trong 3 bước Những gì bắt đầu như một câu đùa đã dần phát triển thành điều mà tôi tin là một phương pháp thực tế để giải quyết các xung đột nhỏ (micro-conflicts) trong môi trường làm việc. Sau khi tự... Continue Reading →
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