In a world where comfort rules, teams falter.
The Lincoln cabinet, notoriously filled with rivals, produced America’s most consequential presidency. Lincoln deliberately assembled strong-minded individuals with conflicting views—what historian Doris Kearns Goodwin called a “team of rivals.” He understood that healthy conflict forges stronger decisions.
Most teams avoid tension. We nod agreeably while disagreeing internally. We value harmony over outcomes.
But what if conflict isn’t the problem?
Patrick Lencioni’s research shows that top-performing teams engage in passionate, unfiltered debate around ideas. They master “productive disagreement” without making it personal.
The real question isn’t whether your team has conflict—it’s whether you’re brave enough to bring it to the surface.
Start small. Create safe spaces for dissent. Ask “What are we missing?” instead of “Does everyone agree?” Make disagreement normal, expected, and valuable.
The best ideas emerge from friction, not comfort. Your team’s greatest potential lies in the conversations no one wants to have.
But only if you’re willing to have them.
