Beyond definitions

Leaders should follow a multistep process to convey the true worth of dissent and to shape a culture that values its merits.

- VIVEK MEHRA

How to build a culture of healthy conflicts and dissent in an organisation? The answer begins with the question itself. What is a healthy conflict as opposed to an unhealthy one? The definition may actually surprise you.

A healthy conflict is one that begins with the premise that there is ‘need to dissent over a thought, process, or action, in any business or professional environment’. Here is a list of unhealthy conflicts:

To dissent against the person initiating the thought, process, or action

To show that ‘I am superior’ or that ‘I know more’

To gain brownie points with a boss/ colleague/peer

To dissent because nobody else wants to

Because I want to

The next big step is to communicate the definition effectively to the staff. One would assume that spelling it out and sending a company-wide email would do. In reality, it will not. The correct step would be to understand the steps past the definition and communicate the ‘complete package’ to the company.

Identifying where conflict is welcome and necessary

Depending on where you sit in the management structure, it is important to understand the points at which conflict and dissent are critical and where they are optional. Almost all management [structures] have a hierarchy where the CEO sits at the top of a pyramidlike structure. At the base are freshers entering the workforce. Dissent should follow the exact opposite pattern. Dissent is most important for decisions taken at the very top and lesser at the broader base of the pyramid. This is explained in the graphics below.