Managers must pull uncomfortable conflict to the surface, because silence kills productivity; confronting tough conversations builds engagement and prevents cross-purposes.
Managers act as group therapist, coach and decision-maker. The core argument is that avoiding uncomfortable conflict is a silent productivity killer - teams drift, passive-aggressive sniping and disengagement rise when problems stay buried. By forcing tough conversations, leaders surface fundamental values and ideas, turning friction into clearer direction.
The article cites Radical Candor's "caring personally, challenging directly" matrix, warning that being perceived as obnoxious is preferable to staying silent. It argues that a little EQ deficiency is better than never handling a problem, as direct confrontation cuts through noise even if it temporarily upsets people.
Practical advice includes interviewing for candidates who welcome tough talks, setting ground rules that focus on attacking the problem not the person, and giving quiet voices space in group settings. When managed well, conflict leaves teams feeling closer, more engaged, and less likely to quiet-quit or stall product delivery.
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