If you’ve delayed raising a touchy issue, fearing it will backfire, new research could give you the confidence you need

High stakes, strong wills, and increasing uncertainty can make decisions at the top of your organization fraught. The backing of a board can mobilize an organization, but a significant divergence of vision and values may lead the board to stall progress on an organization’s highest priorities — and even unseat a CEO. Executives must proactively and productively make covert disagreements overt and foster a healthy dialog with board members. First, they must be the thermostat in the room, raising tough topics and pushing productive conversations. Second, they must inform the room of a full situation and its status early and often. Third, they must identify and break down early signals of conflict among members. Fourth, they must keep the long view in mind, even in a short-term crisis. Finally, they must avoid polarities in decision-making, encouraging all members to consider the upsides and downsides of all options.

The term is used too often to describe people with whom we disagree or who disappoint us, a psychiatrist argues.

"If you guys don't give me a chance to repair my instrument, I'm not going back."

Decisions formed from a diversity of opinions usually lead to better long-term outcomes. So, when you believe that your team or organization is missing something important, moving in the wrong direction, or taking too much risk, you need to speak up. Done effectively, dissent challenges groupthink, reminds those in the majority that there are alternatives paths, and prompts everyone to get creative about solutions. Six decades of scientific research point to strategies those without formal power can use to make sure their dissenting ideas are heard. First, pass the in-group test by showing how you fit in. Then pass the group threat test by showing how you have your team’s best interest at heart. Make sure your message is consistent but creative tailored for different people, lean on objective information, address obstacles and risks, and encourage collaboration. Finally, make sure to get support. Dissent isn’t easy but it can be extremely worthwhile.

Sure, you could just argue with them. But if you have to work together, here are more productive ways for everyone to win. 00:00 Let me guess: you argue with...

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When you’re at your wit’s end with a challenging colleague and it feels like you’ve tried everything, well-meaning friends and coworkers may tell you to “just ignore it” or to “suck it up” and move on with your life. But suppressing our emotions rarely helps. In this piece, the author outlines four tactics that are tempting to try — but often backfire — when dealing with a difficult colleague. Another one to avoid: waiting to see if your difficult colleague will just leave on their own. Your dream that they’ll walk out the door may come true, but there’s no guarantee that the culture will shift or that you’ll get along with their replacement. Ultimately you’re better off trying to create a workable situation with your colleague now. And remember: even small improvements can make a big difference.

Interpersonal conflicts are common in the workplace, and it’s easy to get caught up in them. But that can lead to reduced creativity, slower and worse decision-making, and even fatal mistakes. So how can we return to our best selves? Having studied conflict management and resolution over the past several years, the author outlines seven principles to help you work more effectively with difficult colleagues: (1) Understand that your perspective is not the only one possible. (2) Be aware of and question any unconscious biases you may be harboring. (3) View the conflict not as me-versus-them but as a problem to be jointly solved. (4) Understand what outcome you’re aiming for. (5) Be very judicious in discussing the issue with others. (6) Experiment with behavior change to find out what will improve the situation. (7) Make sure to stay curious about the other person and how you can more effectively work together.

It’s okay to not be okay.

Resist the temptation to counteroffer.

Pick up the phone.

When you’re in the middle of a conflict, it’s common to automatically enter a “fight or flight” mentality. But it’s possible to interrupt this response and c...

Dave Stachowiak, is the founder and host of Coaching for Leaders. With more than 15 years of leadership at Dale Carnegie and a thriving, global leadership academy, Dave helps leaders discover practical wisdom, build meaningful relationships, and create movement for genuine results.

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