 |
…conflict is constructive when people argue over ideas rather than personality or relationship issues…
|
82 |
 |
Contrary to popular wisdom and behavior, conflict is not a bad thing for a team. In fact, the fear of conflict is almost always a sign of problems.
|
38 |
 |
When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
|
38 |
 |
The only way to prevent passive sabotage is for leaders to demand conflict from their team members…
|
51 |
 |
Conflict is about issues and ideas, while accountability is about performance and behavior.
|
60 |
 |
The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results.
|
65 |
 |
Look for ways to make your unwanted habit conflict with an important habit, a routine you value more than the habit you want to stop.
|
215 |
 |
People are often conflicted about stopping a habit. Part of them wants to stop but another part doesn’t.
|
218 |
 |
There should not be a conflict between making a profit and adhering to traditional principles of decency and fairness.
|
203 |
 |
Conflict between two parties is inevitable in all relationships.
|
17 |
