In many organisations, conflict avoidance is deeply ingrained, driven by a desire to keep the peace, avoid uncomfortable conversations, or maintain a harmonious appearance. Yet, when teams dodge disagreements, it leads to a “conflict debt,” a term coined by Liane Davey to describe the buildup of unresolved issues that hinder progress. Conflict debt creates a hidden cost, eroding innovation, productivity, and team cohesion.
“Avoiding conflict means that it’s not safe to express dissent or frustration, which means stress and resentment build. The ability to get issues on the table and work through them constructively is critical to having a healthy culture.” Liane Davey
Here’s why understanding—and addressing—this issue matters more than you might think.
Why Do Teams Avoid Conflict?
There are several common reasons why teams steer clear of conflict:
- Cultural Norms: Teams are often trained to view harmony as a sign of good teamwork, encouraged to avoid “rocking the boat.”
- Fear of Repercussion: Team members may worry that speaking up could harm their reputation, especially if their concerns challenge higher-ups or ingrained processes.
- Misconceptions about Teamwork: The idealized vision of teamwork often portrays it as a harmonious, collective journey, minimizing the natural, necessary tensions that arise from diverse perspectives.
- Lack of Skills: Many teams simply lack the tools to manage conflict productively, so they choose avoidance as the easier path.
The Hidden Costs of Avoiding Conflict
Conflict avoidance comes with significant drawbacks. Here are 5 key ways it impacts your business:
- Stifled Innovation: When team members withhold ideas out of fear or politeness, valuable insights and creative solutions go unexplored.
- Reduced Problem-Solving Capacity: Without diverse perspectives, the team may overlook potential problems or risks, leading to poor decisions.
- Decreased Engagement: Employees who feel they can’t express their opinions may become disengaged, affecting productivity and morale.
- Poor Decision-Making: With suppressed conflict, organizations are left with unresolved issues, causing decisions to be based on incomplete or biased information.
- Loss of Trust: Over time, unaddressed tensions create a breakdown in trust, which hinders collaboration and leads to further communication issues.
Rules of Engagement
To shift from avoidance to productive conflict, leaders need to create an environment where differences can be openly discussed. Here’s how to foster that environment:
1. Normalise Productive Tension
To create a culture where conflict is welcomed, leaders should emphasise that tension is part of a healthy team dynamic. Liane Davey recommends exercises where team members map out each role’s value and expected tensions. For example, Sales and Operations should naturally have differing perspectives, which is essential for balanced decision-making. By recognising these role-based tensions, team members become more comfortable viewing disagreements as part of a productive process.2. Set Clear Conflict Expectations
Clarify that disagreement isn’t personal; it’s about strengthening ideas and strategies. Establish guidelines for respectful debate and emphasize that all opinions should be voiced to avoid “conflict debt.” Davey’s exercise from *Harvard Business Review* advises leaders to make discussions around tensions explicit, helping teams view differing views as vital rather than as barriers.3. Model Vulnerability and Openness
As the leader you must demonstrate openness by sharing your own vulnerabilities and actively encouraging questions and challenges to their ideas. This behaviour reassures team members that they, too, can express dissenting views without fear of retaliation or judgment, ultimately building trust.4. Celebrate Diverse Opinions
Reinforce the value of diverse perspectives by acknowledging contributions that challenge the status quo. This approach reduces defensiveness and encourages a more balanced view of conflict. When team members see that voicing concerns is valued, they are more likely to participate actively.
By redefining conflict as an asset and developing a safe environment for it, leaders can transform tension into a force for growth and innovation. Addressing conflict debt before it accumulates benefits not only team dynamics but also organisational performance. Embracing these “rules of engagement” can unlock your team’s full potential and turn conflict into a wellspring of creativity and insight.
References: – Davey, Liane. An Exercise to Help Your Team Feel More Comfortable with Conflict, Harvard Business Review, March 14, 2019. – Segal, Lorraine. “Avoiding a Conflict Debt at Work,” Mediate.com, May 3, 2019. Photo by Joseph Ogbonnaya on Unsplash
References: – Davey, Liane. An Exercise to Help Your Team Feel More Comfortable with Conflict, Harvard Business Review, March 14, 2019. – Segal, Lorraine. “Avoiding a Conflict Debt at Work,” Mediate.com, May 3, 2019. Photo by Joseph Ogbonnaya on Unsplash
