From disagreements over the right strategy to heated recriminations following a project failure, conflicts are a regular part of business life. But most leaders and teams view conflict as a negative that should be avoided at all costs. When disputes do occur, leaders are often quick to apportion blame and identify the person, people, or operational issues responsible.

However, from a developmental standpoint, conflict can actually be seen as a positive. It offers the leaders and teams involved an opportunity to build resilience—what we define as the ability to maximize the learning from an adversity or setback.

Resilience, not confrontation

Developing a sustainable approach to building resilience in the face of change and conflict first requires leaders to understand that workplace dynamics are deeply interconnected. How leaders process stress and tension is affected by the specific contexts they’re operating in: the people with whom they work, and the different ways those individuals process their own stress. 

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