 |
Traditional methods of resolving conflict, all of the I/You approaches, tend to increase the level of discord because they attempt to satisfy the dichotomous positions people take, rather than providing the means for people to broaden their desires.
|
186 |
 |
Conflict prompts disappointment, followed by perspective and self-examination, and ultimately another attempt with a renewed sense of purpose.
|
073 |
 |
Leaders who build relationships understand that conflict is part of progress. Often it is even constructive.
|
103 |
 |
Having an enemy gives you a great story to tell customers… People get stoked by conflict. They take sides. Passions are ignited. And that’s a good way to get people to take notice.
|
142 |
 |
…an important part of Radically Candid relationships is opening yourself to the possibility of connecting with people who have different worldviews or whose lives involve behavior that you don’t understand or that may even conflict with a core belief of yours.
|
122 |
 |
…the downside to more collaboration is more conflict.
|
011 |
 |
No amount of time, talent, or money will save you if you let relationship conflict hijack a discussion.
|
119 |
 |
When teams learn to work out their differences, it’s called healthy conflict. We don’t always need to agree, but we do need to recognize our differences and agree to an approach on how to proceed.
|
076 |
 |
Don’t expect Pushovers to stand up for you or have your back during conflict or difficult times.
|
125 |
 |
…entrepreneurs… dig into problems, untangle conflict, free people from the mind-sets or structures that hold them back, craft the pillars and policies of how the company functions.
|
059 |
