In my experience working with leaders and teams across various industries—including healthcare and rehabilitation—I’ve noticed a persistent challenge: many teams struggle with conflict. Despite the best intentions, conflict is often avoided or swept under the rug. But here’s the truth: conflict itself isn’t the problem. Avoiding it is.When teams dismiss or suppress conflict, trust can’t fully develop. Real connection and honest collaboration remain out of reach. The difficult conversations we shy away from are often the ones that matter most.What I’ve observed is a common pattern in team development. Early on, team members tend to be polite and cautious—conflict is low, but so is authenticity. As relationships deepen, differences and tensions emerge. This phase can be uncomfortable but is essential. Teams that engage conflict constructively move toward alignment, stronger trust, and higher performance.This pattern aligns with Bruce Tuckman’s classic model of group development—Forming, Storming, Norming, and Performing. While I’m not an academic, this framework helped me put words to what I saw happening in real teams:Forming: A phase marked by politeness and guardedness as team members get to know one another.Storming: Conflict surfaces as roles, expectations, and working styles clash—messy but necessary.Norming: The team finds shared norms, resolving differences and building trust.Performing: High-functioning collaboration where conflict is a tool for innovation.Dr. M. Scott Peck’s stages of authentic community further deepen this understanding. His work describes how groups move from surface-level harmony through honest confrontation and vulnerability to form true connection and community.In any fast-paced, high-pressure environment—healthcare included—there’s a temptation to keep the peace at all costs. But suppressing conflict often leads to unresolved issues and eroded trust. Teams that learn to embrace and navigate conflict build resilience, foster innovation, and sustain stronger relationships.This is ongoing work. Even with frameworks and experience, I still see teams—and myself—resist the discomfort. But conflict is not a problem to be fixed; it’s a process to be embraced.False harmony—suppressing disagreement to keep the peace—may seem easier in the moment but ultimately breeds resentment, passive-aggressiveness, and even adult tantrums. It erodes trust and engagement over time.Start small: invite a quiet team member to share their perspective, or simply name the tension in the room instead of ignoring it. These simple steps show that conflict is a natural and necessary part of collaboration.If your team is facing tension, don’t rush to smooth it over. Lean into it. Because growth often happens in the storm.
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