How we change what others think, feel, believe and do

| Menu | Quick | Books | Share | Search | Settings |

Why Avoiding Conflict Keeps You Trapped In It Forever


Guest articles > Why Avoiding Conflict Keeps You Trapped In It Forever


by: Lisa Earle McLeod


Most people don’t like conflict. A recent study of CEO’s found that fear of conflict was one of the seven deadly sins CEOs won’t admit.

The problem is, avoiding conflict doesn’t reduce tension, if anything, it escalates it.

Issues become bigger, resentment grows, people become disengaged, and feel powerless to solve their problems.

A reluctance to deal with conflict is hugely detrimental to business. Good ideas remain unspoken, people create silos, and leaders don’t get the information they need because everyone is afraid to bring up potentially contentious issues.

The post mortem on any business failure almost always reveals critical information went unaddressed because somebody was afraid to discuss it.

Avoiding conflict also wreaks havoc on relationships. Have you ever been around someone who was frustrated or angry, but doesn’t want to talk about it? They ooze resentment.

Here are three big reasons people avoid conflict and tips to overcome them:

1. False assumptions about surface information

My friend and client Judi Bruce at Deloitte says, “It’s like the classic orange story.” Two people are fighting over an orange. They both want the whole thing. But when asked why they want the whole orange one replies, “I need all the juice to make my cake.” The other replies, “I need all the zest from the peel to make my frosting.”

What seems to be a conflict; might not be a conflict at all. Just because someone says they want something doesn’t mean that you have a full understanding of their goals. Dig for a little more information. Neutral questions like, “Tell me a bit more about how you envision this” or “Help me understand where you’re coming from ” often reveal an easy win/win.

2. Mistaking determination for rigidity

Just because someone is enthusiastic, or even firm, doesn’t mean that they’re not open to other suggestions. I have this problem a lot. I get so excited about something. I start talking a mile a minute and people often assume that I’m unwilling to consider anything different.

Confronting a dominant personality doesn’t have to be combative. Simply ask: Are you open for feedback on this? If they say yes, which most people will, start off saying, “I tend to think of these things from a different perspective.” It keeps the conversation neutral. You’re not attacking their point of view; you’re just sharing yours. High-energy people move quickly and enthusiastically. They might wind up loving your idea and embracing it with the same zeal they do their own.

3. Lack of confidence

The biggest reason people avoid conflict is because they don’t see a clear way to bring up an issue and resolve it peacefully. They doubt their ability to guide the conversation or put forth a compelling case. They assume it’s going to be an argument and they’ll lose.

But disagreements don’t mean death; they’re just disagreements. You don’t have to be afraid of them. Human beings are human beings. There is always going to be conflict. It doesn’t have to be contentious or ugly.

It’s ironic, when you accept conflict as an inevitable part of business and relationships; you wind up with less of it. The more confidence you have in your ability to handle disagreements, the quicker you resolve them.

Handling a conflict isn’t the worst thing in the world. But letting one go unresolved can cause you big problems.


Business strategist Lisa Earle McLeod is President of McLeod & More, Inc. a consulting firm that specializes in sales force and leadership development. A sought after keynote speaker she is the author of The Triangle of Truth, a Washington Post Top 5 Business Book for Leaders. Copyright 2011 Lisa Earle McLeod. All rights reserved.

Contributor: Lisa Earle McLeod

Published here on:

Classification: Conflict, Development


Site Menu

| Home | Top | Quick Links | Settings |

Main sections: | Disciplines | Techniques | Principles | Explanations | Theories |

Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help |

More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes |

Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate |


You can buy books here

More Kindle books:

And the big
paperback book

Look inside


Please help and share:


Quick links


* Argument
* Brand management
* Change Management
* Coaching
* Communication
* Counseling
* Game Design
* Human Resources
* Job-finding
* Leadership
* Marketing
* Politics
* Propaganda
* Rhetoric
* Negotiation
* Psychoanalysis
* Sales
* Sociology
* Storytelling
* Teaching
* Warfare
* Workplace design


* Assertiveness
* Body language
* Change techniques
* Closing techniques
* Conversation
* Confidence tricks
* Conversion
* Creative techniques
* General techniques
* Happiness
* Hypnotism
* Interrogation
* Language
* Listening
* Negotiation tactics
* Objection handling
* Propaganda
* Problem-solving
* Public speaking
* Questioning
* Using repetition
* Resisting persuasion
* Self-development
* Sequential requests
* Storytelling
* Stress Management
* Tipping
* Using humor
* Willpower


* Principles


* Behaviors
* Beliefs
* Brain stuff
* Conditioning
* Coping Mechanisms
* Critical Theory
* Culture
* Decisions
* Emotions
* Evolution
* Gender
* Games
* Groups
* Habit
* Identity
* Learning
* Meaning
* Memory
* Motivation
* Models
* Needs
* Personality
* Power
* Preferences
* Research
* Relationships
* SIFT Model
* Social Research
* Stress
* Trust
* Values


* Alphabetic list
* Theory types


Guest Articles


| Home | Top | Menu | Quick Links |

© Changing Works 2002-
Massive Content — Maximum Speed