Cover of Making Conflict Work: Harnessing the Power of Disagreement

Making Conflict Work: Harnessing the Power of Disagreement

Peter T. Coleman, Robert Ferguson

6 ideas

  1. Conflict intelligence and adaptivity

    Skilled people read the situation and flex their strategy instead of defaulting to one style. Conflict intelligence is the capacity to choose the fitting response.

  2. Power position shapes strategy

    Whether you stand higher, lower, or equal in power changes which tactic works. The right move depends on relative power, not personality.

  3. Seven approaches to conflict

    The authors map strategies from pragmatic benevolence to constructive dominance and principled rebellion. Each fits a different power-and-goal configuration.

  4. Adaptivity beats a fixed style

    Matching approach to context outperforms always competing or always accommodating. A single default style guarantees frequent mismatches.

  5. Disagreement is a resource

    Well-managed conflict produces better decisions and stronger relationships. Suppressing it wastes its productive potential.

  6. Diagnose power and goals first

    Before choosing a move, assess interdependence and relative power in the relationship. The diagnosis dictates the tactic.

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