A Case for Disagreeing in the Workplace
/The title of a Harvard Business Review article snagged my attention: “Why We Should Be Disagreeing More at Work.” I have made a science and life’s work out of this concept, called (perhaps loftily) “conflict competence,” and to see it described so simply really turned my head. Author Amy Gallo’s take is refreshing and spot-on, and a recommended read.
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When we join a company, partnership or team, our expectation is that everyone involved will exhibit professional behavior toward us and each other. Instead, it’s highly possible that we may become one of the more than 60 million adults in the United States who are affected in some way by bullying behavior at work.
What kind of behaviors are we talking about? Our definition is any interpersonal behavior that causes emotional distress in others sufficient enough to impede their productivity or disrupt organizational functioning. It isn’t just a personality conflict — it’s a chronic pattern of disrespectful behavior.