Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
As a manager, chances are you''ve witnessed examples of destructive conflict: turf wars, power grabs, even backstabbing. Destructive conflict drains energy from an organization and sends productivity into a nosedive. And it gives conflict a bad name, leading managers to conclude that conflict of any kind should be squelched. Not so, says Michael Feiner, Professor at Columbia Business School. Conflict over ideas is good, and skilled leaders encourage energetic debate as a way to stimulate creative thought. Read this article to learn how you can use healthy conflict to bring out the best in your team.
About
Abstract
As a manager, chances are you''ve witnessed examples of destructive conflict: turf wars, power grabs, even backstabbing. Destructive conflict drains energy from an organization and sends productivity into a nosedive. And it gives conflict a bad name, leading managers to conclude that conflict of any kind should be squelched. Not so, says Michael Feiner, Professor at Columbia Business School. Conflict over ideas is good, and skilled leaders encourage energetic debate as a way to stimulate creative thought. Read this article to learn how you can use healthy conflict to bring out the best in your team.