Disagreements At Work
We once facilitated a team meeting that completely fell apart. One employee was in tears, another offered unsolicited and destructive feedback, some employees sat in silence with blank stares, and others rolled their eyes. Amidst the chaos, one person desperately tried to salvage the conversation.
We sat there in shock and on the verge of tears. These were people we had great working relationships with, so we never expected introducing a change would evoke this type of response amongst each other.
Looking back, we realized:
We hadn't set a clear intention for the meeting
We hadn't shared what we needed from them
They didn't know their role, so they assigned one to themselves
More importantly, we had not established norms for constructive and thoughtful disagreements
That night, we sent an email:
"Tomorrow, our request is that when we are together as a group, you take personal inventory, and each take the responsibility for providing feedback that elevates our growth, whether that's with us, your supervisor, or another colleague.
We want to be clear that we are setting the standard of a compassionate working space. Withholding your feedback can be just as devastating as being confrontational with your words. There must be a balance.
Our conversation to repair tomorrow will be guided by the following 3 principles……"
Your team doesn’t need you to prevent disagreements. They need clarity on how your work culture moves through it together.
The Next Day…
We came together to repair our relationship, regroup, and create shared agreements for navigating challenging conversations. This constructive dialogue not only strengthened our team but also built greater trust among us in the long run, even though it required more time to fully repair.
Moving Through Disagreements
In your group practice, tensions will arise. Not because something is wrong but because your team is made up of thoughtful, passionate humans with different perspectives.
Your team doesn’t need you to prevent disagreements. They need clarity on how your work culture moves through it together. They need relational norms or expectations in your group practice to be defined and practiced. Here are some examples…
Transparent Communication When practiced, we speak with clarity, kindness, and honesty. We address concerns directly rather than letting them linger, knowing that open dialogue strengthens trust and prevents misunderstandings.
Repair & Accountability When practiced, we acknowledge that ruptures will happen, and we embrace the practice of repair. Accountability is not about blame; it’s about taking responsibility, making amends, and ensuring our relationships remain strong and intact.
Generosity When practiced, we extend generosity not just in our actions but in how we interpret each other’s intentions. We assume goodwill, embrace the process of repair, and trust that mistakes are opportunities for growth not fractures in our relationships.
Having a process of repair isn’t accidental. It’s the result of clear, co-created agreements that guide feedback and accountability with care.
As a group practice owner or leader, you don’t have to carry your work culture alone. You and your team shape your work culture together, one conversation at a time.
Ask yourself and discuss with your leadership team:
Do we have work culture norms for addressing disagreements?
Have we created shared principles for employees to offer feedback with both honesty and care?
How do we move through disagreements more thoughtfully and with intention?
An aligned team doesn’t avoid challenging moments. They learn how to move through them with your shared values and openhearted communication.
Want support in creating work culture norms or guiding principles that guide thoughtful disagreements for your team?