Sad but true – life inside the cube is often characterized by strife. Negative conflict, whether based on interpersonal differences or political maneuvering, abounds. Ironically, for organizations to step up and reach their potential they need more conflict, not less. Here’s the hook – we need more positive conflict and less negative conflict. Negative conflict is overly emotional, usually unnecessarily personal, and based on opinions and bad assumptions. Negative conflict, not surprisingly, is almost never associated with positive outcomes at work. Positive conflict is more honestly rational than emotional, usually based on real issues not interpersonal differences, and rooted in objective facts. Want real innovation and improvement? You need three things: more positive conflict (and less negative conflict), better conflict management skills in the organization, and a solid “no jerk” rule.

More positive and less negative conflict

These are separate but closely related ideas. Let’s start with the negative. If you’re a leader and you genuinely care about improving your group and organization, from now on you personally shoulder the burden to call out – in real time, on the fly – all clear instances of unproductive negative conflict. See it, step in and discuss it, and clearly state to those involved why this is an example of unproductive negative conflict that cannot be a part of our work culture moving forward. Be kind, be positive, be helpful – yes, but do it. If you see the instances of ugly negative conflict pop up and you do nothing to deal with it, you will not have a work environment capable of capitalizing on positive conflict. Assuming negative examples are in check, positive conflict is principled debating, questioning of assumptions, fact based sparring. As a leader, you encourage and facilitate this positive and aggressive form of dialogue. Don’t forget – you need to be questioned too, your comments are not off limits when it’s time to get into debate mode.

Hone those conflict management skills

If the goal is to maximize the contribution of positive conflict, you have to arm your team to correctly deal with positive conflict. There are many internal and external approaches, but the point is simple: most people are not naturally wired to effectively navigate conflict filled situations. The good news is that these are skills that can be quickly acquired. Training of this sort will improve your team’s ability to keep conversations positive and fact-based, to call out unacceptable emotional levels, to correctly identify and prioritize whether a given issue is worth the effort needed for positive conflict, to get the correct people involved in the conversation, specify tactics for safely asserting one’s point and for honestly validating others’ points, etc. For well chosen employees, a few days spent working through these tactics via reading, discussions and experiential activities can pay huge dividends for your team.

No jerks allowed

It is, however, not just about your team – it’s about you. Any time you allow one or more people to significantly and/or persistently deviate from a major behavioral norm (such as shunning negative conflict in order to build positive conflict), you have wasted your entire effort. When principled members of your team watch you allow one or two individuals continue to engage in negative conflict with no consequences, you’re toast. If you want to be serious, you can’t play favorites or turn your back on conflict. The rule must be clear and respected by all – no jerks allowed. Negative emotions spread like a virus at work. One lone jerk, allowed to be a jerk at will, will spoil the morale in a group quickly.

In short, if you will strongly encourage your direct reports to begin enforcing the ban on negative conflict, find some resources to help the entire group build some tried and true conflict management skills, and if you personally will model the correct behaviors by not allowing any jerks to flourish, you will have made great strides towards realizing the pure power of positive conflict for your organization.

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