The New Competitive Edge in Conflict

Overwhelmed by Complexity

My fascination with conflict grew out of personal experiences of feeling stuck within it. In such environments, I often found myself vulnerable to leaders above me, to the systems surrounding me, and to a pervasive sense of helplessness when a clear path forward seemed elusive. Conflict is undeniably arduous and multifaceted, a reality I’ve keenly felt both through personal encounters and when tasked with addressing it.

In every context I encountered, I placed significant trust in established structures, as many of us do. A recurring challenge I observed among leaders was their struggle in grappling with immense complexity. Naively, I harboured the assumption that those in charge would possess the right solutions, an assumption proven to be false. Yet, I acknowledge this tenderly, not as an indictment of leaders, but rather with empathy, acknowledging the overwhelmingly intricate nature of conflict.

In my experiences, when conflicts escalated beyond apparent "quick fixes" and individuals at the heart of the tensions adamantly resisted or defended their actions, the path forward often seemed to vanish. How does one navigate situations where individuals deny or defend their actions? If the issues are defended against, do they cease to exist?

It was precisely this complexity that motivated me to pursue a deeper understanding. I came to realize that eliminating complexity or the inevitable conflicts within a system was impossible. Rather than seeking to diminish tensions, I wondered what would happen if leaders in such contexts could enhance their capacity to engage with complexity.

The New Competitive Edge

The current leadership landscape has become increasingly polarized. More than anything else, conflict is disrupting organizational advancements, impacting staff cultures, and consuming precious resources of time and money. Leaders can choose how they will respond — they can hope the problems will “go away,” or they can utilize conflict as an opportunity for growth, and perhaps even, transformation.

I assert that leaders must engage complexity with emotional intelligence, self-awareness, humility, curiosity, empathy, insight, and discernment. These very qualities are least accessible when the threat of conflict emerges. Therefore, leaders must intentionally cultivate and embody these skills so they are easily accessible in the midst of threats. While AI may assume various tasks once performed by humans, it can never fulfill the fundamental human need for interpersonal connections, which underpin our humanity. The ability to genuinely see and engage with others, comprehending their perspectives, is crucial not only in managing the tensions in conflict but in all facets of our journey toward becoming fully human.

As I work with leaders to increase their capacity to engage the tensions, these are some of the relevant questions we are exploring:

As leaders grapple with the relentless nature of issues, how can they shift their mindset to view conflicts as opportunities for growth?

When faced with behaviours evident on the surface, how can leaders explore the underlying motivations driving these actions?

In moments of feeling stuck, how can leaders, accustomed to having all the answers, harness curiosity to uncover new pathways?

Given the rapid evolution of technology and information, leaders can no longer operate with certainty based solely on past processes or decisions. Given the dynamic nature of relationships, leaders require methods that are equally dynamic. Increasing one’s capacity to engage the complexity of conflict emerges as the new competitive edge for leaders.