Why Conflict is Essential for Innovation and Stronger Teams

Written By Zuzanna Borek

Have you ever had a conflict at work that surprisingly led to something better? It could be a disagreement with a colleague, an honest conversation with your manager, or just communicating to a team member that you are not impressed with their work.

It’s normal to encounter conflicts and confrontations in the workplace. The secret lies in how we deal with them. In this case, we have only two choices: we can either accept the situation and use it as an opportunity to grow, face challenges, and change the course of the problem, or we can ignore it. By doing so, we do not address the underlying issues that caused the conflict in the first place.

Let’s consider two different scenarios:

Scenario 1: Avoiding Conflict - a missed opportunity

Emma and Jake are working on a social media campaign for a major product launch.

Emma: “I think the video ad we’re planning to run feels too generic. It won’t grab attention.”

Jake: “We’ve already finalized everything. Changing it now would throw off our timeline.”

Emma: “Okay… if you think it’s fine, let’s just go with it.”

(The ad launches as planned, but engagement is low. Comments criticize it for being unoriginal, and the campaign fails to generate excitement. Emma feels frustrated, knowing a stronger approach could have made a difference.)

Scenario 2: Using Conflict to Drive Innovation

Same situation, but Emma pushes back constructively.

Emma: “I think the video ad we’re planning to run feels too generic. It won’t grab attention.”

Jake: “We’ve already finalized everything. Changing it now would throw off our timeline.”

Emma: “I get that, but if we release an ad that doesn’t stand out, we risk getting lost in the noise. What if we tweak the script to make it more engaging but keep the core structure the same?”

Jake: “That could work. If we make small but impactful changes, we won’t delay the schedule.”

Emma: “Exactly! Let’s add a stronger hook in the first five seconds and test it with a small audience before the full release.”

(The revised ad gets great engagement, boosting the campaign’s success. Emma and Jake feel proud that they took the extra step to improve it.)

Two different scenarios, with a small difference between them, led to completely different results. One scenario avoided conflict, which resulted in frustration, while the other used conflict as an opportunity to drive innovation. 

Which one is better for the team?

 

CONFLICT: DEFINITION, TYPES, AND EXAMPLES

What comes to your mind when you think about conflict at work?

Perhaps, you picture tense meetings, passive-aggressive emails, or that awkward silence after a disagreement.

Conflict at work can take many forms. Some are loud and obvious, while others simmer beneath the surface. 

In simple terms, conflict is a disagreement or difference of opinions between or among people. 

If managed properly, it doesn’t have to be harmful. If used constructively, it can promote team-building skills, foster critical thinking, and create space for new ideas or even drive innovations.

So why do we tend to avoid conflict altogether?

According to Zuzanna Borek, founder and CEO of Fierce Up, many people recognize that conflict can lead to valuable insights and opportunities. However, they often avoid it because social norms prioritize conflict avoidance as a skillful way of handling it—and because, at the moment, steering clear of conflict feels easier, faster, and less energy-consuming.

In the second scenario, even though the deadline was approaching, Emma pointed out a flaw in their work—a comment that could easily be dismissed because addressing it would require extra effort. At this stage, when the team is already stressed and low on energy, it is easier and faster to overlook issues rather than take on additional work.

First, it takes courage for Emma to speak up so close to the project deadline—a delicate moment when the team is moving at a fast pace—especially without any guarantee that solving the issue will lead to the desired outcome. After all, last-minute changes don’t always bring success, and when they don’t, it becomes even harder to raise concerns in the future. 

Second, there is a sense of shared responsibility because both Emma and her co-worker agree to put in the extra effort to achieve the desired outcome. 

In both cases, psychological safety plays an important role, acting as the bridge that connects conflict to innovation. But before diving into psychological safety, let’s explore conflict more deeply. 

According to Zuzanna Borek, although companies know that conflict can be turned into opportunities, the term is often used just as a “pretty tagline”; because most people are afraid to address it. 

Moreover, there is a myth about conflict itself. What is conflict anyway? 

As explained above, conflict is a disagreement between people with different opinions and points of view about a topic. A common scenario for the workplace in which people with various backgrounds, values, and lifestyles need to collaborate. 

There are different types of conflicts, and in this article, we are going to classify them into seven different groups: interpersonal, intrapersonal, intergroup, intragroup, task, process, and role conflict. Below we explain each one in more detail and provide examples.

 

TYPES OF CONFLICT AND EXAMPLES

1. Interpersonal Conflict (Differences in personalities, work styles, or cultural backgrounds)

  • Different work styles: One employee prefers detailed planning, while another thrives on flexibility and spontaneity.

  • Personality and/or cultural differences: A reserved team member may feel uncomfortable working with a highly outspoken colleague. Another team member repeatedly asks for "quick favors," disrupting workflows.

  • Different communication preferences: One employee prefers emails, while another prefers instant messaging, leading to miscommunication.

  • Bias or favoritism: A manager frequently praises certain team members while unintentionally neglecting others.

  • Workplace habits: One person likes to work in silence, while another frequently plays music or talks on the phone, creating frustration.

2. Intrapersonal Conflict (Internal struggles due to role ambiguity or job demands)

  • Unspoken issues: A team member feels undervalued because their contributions are overlooked during meetings but doesn’t vocalize their frustration.

  • Invisible work: Team achievements are celebrated, but individual contributions are overlooked, causing quiet dissatisfaction.

  • Management style or level of autonomy: An employee feels repressed by a manager’s constant oversight but hesitates to speak up. Conversely, a manager may feel frustrated when an employee lacks independence.

  • Conflicting personal goals: An employee wants to grow into a leadership role but is constantly assigned repetitive tasks with no opportunity for development.

3. Intergroup Conflict (Tensions between different teams or departments due to competition or conflicting goals)

  • Clashing priorities: Departments or individuals prioritize different goals (e.g., sales want fast results, but product development emphasizes quality).

  • Budget allocation issues: One department receives more funding than another, causing resentment.

  • Competing for resources: Two teams need access to the same software or tools but have conflicting schedules or needs.

4. Intragroup Conflict (Disputes within a team due to competition, goals, or miscommunication)

  • Unequal workload: Some team members feel they are taking on more responsibilities while others seem less engaged.

  • Communication challenges: An unclear email or ambiguous feedback creates confusion and frustration.

  • Subtle or unconscious exclusion: A team member isn’t invited to informal gatherings or left out of key conversations.

  • Differing standards of work: Some team members want to do the bare minimum, while others take extra time to ensure quality, causing friction.

5. Task Conflict (Disagreements about the content and expected outcomes of tasks)

  • Different points of view: Some team members disagree with the direction of a project. Some choose to voice their concerns, while others remain silent—but in both cases, the conflict exists.

  • Missed deadlines, and mistakes: When things don’t go according to plan, it’s easy to point fingers. Mistakes may be stigmatized instead of used as learning opportunities.

  • Quality vs. speed: One person wants to deliver a polished final product, while another prioritizes efficiency and getting the job done quickly.

6. Process Conflict (Disputes over the logistics of completing tasks, such as delegation, scheduling, or workflow)

  • Unclear roles: When responsibilities are not well-defined, tasks that 'anyone' could do often end up being done by no one, leading to unfinished or unstarted work.

  • Conflicting schedules: Different departments may have competing priorities, making it difficult to align meetings and workflows, ultimately causing delays.

  • Decision-making authority: Employees are confused about who has the final say, leading to frustration and inefficiencies.

7. Role Conflict (Confusion or disagreements about responsibilities due to overlapping duties or unclear job descriptions)

  • Unclear roles: Two team members unknowingly duplicate work or leave tasks undone, assuming the other is responsible.

  • Shifting expectations: An employee is hired for one role but is gradually given unrelated tasks outside their expertise.

  • Confusion over leadership: Sometimes it’s unclear who is in charge of a project, which may cause power struggles.  

These are all examples of conflicts, some of them being minor ones. However, when addressed, they bring many benefits to the team.

 

BENEFITS OF CONFLICT MANAGEMENT

  • Improved team dynamics: Open conversations strengthen relationships and reduce misunderstandings.

  • Enhanced productivity: Solving minor frustrations allows teams to focus on meaningful work rather than internal friction.

  • Greater employee engagement: Employees feel valued when their concerns are acknowledged, increasing motivation and commitment.

  • Prevention of escalation: Addressing small tensions prevents them from growing into more disruptive issues.

  • Stronger trust and psychological safety: A culture where concerns are taken seriously, creates an environment of trust and collaboration.

  • Enhanced innovation and creativity: When different perspectives are discussed constructively, they can lead to innovative ideas.

  • Reduced stress and improved morale: Solving tensions creates a more positive workplace culture.

  • Stronger leadership credibility: Leaders who address conflicts demonstrate emotional intelligence and attentiveness. 

  •  Efficient use of resources: Preventing conflicts from escalating saves time and reduces operational blockages.

 

TRANSFORMING CONFLICT INTO INNOVATION

So far, it is clear that conflict can be beneficial. But we can only turn it into an opportunity, by using structured approaches that promote productive discussions and solutions within the team. Below, we outline actionable steps to facilitate conflict resolution.

  1. Design a team alliance around conflict: Establish clear expectations for how conflicts will be managed, ensuring all team members are familiar with the process before tensions arise.

  2. Create a conflict protocol: Develop a step-by-step method for addressing challenges so that when emotions are high, there is a structured approach to follow.

  3. Regularly “clear the air”: Set aside dedicated time to address team concerns, even if they seem minor. Having a ritual of open dialogue prevents tensions from growing.

  4. Educate teams on toxic behaviors: Train employees on recognizing toxic workplace dynamics and provide strategies to counteract them.

  5. Encourage open communication and role model transparency: Leaders should openly acknowledge their mistakes and biases to normalize constructive conflict resolution.

  6. Normalize conflict as a growth opportunity: Shift the perception of conflict from a negative occurrence to a natural and valuable part of collaboration.

  7. Further diversity and inclusion: Encourage input from all voices, ensuring that quieter team members are heard.

  8.  Learn from past conflicts: Celebrate resolved conflicts and analyze them to improve future conflict resolution strategies.

Now that we have explored the nature of conflict more deeply, let’s revisit psychological safety, a crucial element in transforming conflicts into opportunities for growth.

 

PSYCHOLOGICAL SAFETY AND ITS ROLE IN CONFLICT MANAGEMENT

Psychological safety is the absence of interpersonal fear, allowing people to take interpersonal risks, disagree with others, and voice their concerns without fear of judgment. 

It is essential not only for a team or organization to thrive but also for its overall health, especially as complexity increases. The more complex the environment, the stronger psychological safety needs to be. One key aspect of that complexity is diversity, as teams with diverse perspectives require even greater psychological safety to function effectively.

According to McKinsey, psychological safety creates an environment where individuals feel comfortable sharing creative ideas without fear of judgment or upsetting others. It is a key factor that predicts team performance, productivity, quality, safety, creativity, and innovation. 

In the second scenario presented at the beginning of this article, Emma felt secure voicing her concerns and pushing back about the campaign. This would not have occurred if the environment was not psychologically safe.

THE ADVANTAGES OF PSYCHOLOGICAL SAFETY

There are countless advantages to building a psychologically safe workplace. Here, we present some of them: 

  • Encourages honest conversations

  • Increases creativity and innovation

  • Prevents resurfacing conflicts

  • Reduces fear of judgment

  • Supports conflict as a growth opportunity

  • Prevents high turnover and burnout

However, building a psychologically safe environment requires strategy, willingness, and time. Here are some ways to put it in place:

  • Encourage open communication: as a leader, you should model vulnerability by admitting mistakes and encouraging others to speak up.

  • Create clear conflict resolution frameworks: Establish processes so conflicts can be addressed in a structured and constructive way.

  • Train leaders in emotional, social, and Relationship Systems Intelligence™ (one of the pillars of the ORSC method, used by Fierce Up facilitators): Managers need to recognize and manage their biases to create a safe space for discussions.

  • Normalize feedback: Encourage continuous feedback in meetings so employees become comfortable voicing concerns and ideas.

  • Address small tensions early: Don’t wait for conflicts to escalate—addressing minor issues proactively prevents bigger problems.

To wrap up, conflict is not only an unavoidable aspect of any workplace but a frequent part of valuable collaboration. However, when approached with the right mindset and structure, it can be transformed into an opportunity for growth, innovation, and stronger team dynamics. 

The key lies in creating an environment where employees feel psychologically safe to express their concerns and challenge ideas constructively. 

And this responsibility starts at the top. As a leader, you are responsible for setting the tone for open communication, trust, and a problem-solving culture. 

When you embrace conflict as a tool for progress rather than a threat, your team will start turning tension into collaboration, ultimately driving better results; and you’ll have a more engaged workforce.

That said, managing conflict skillfully sounds simple in theory, but when emotions come into play, it’s far from easy. 

That’s where Fierce Up comes in. We train, teach, and support teams in building psychological safety while facilitating difficult conversations—helping leaders create the conditions for meaningful, productive collaboration. 

If you want to turn workplace challenges into opportunities for growth and success, schedule a meeting with us.

 
Zuzanna Borek
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