The right to disagree? Let us first agree that this is a positive opportunity for any employee. It reaffirms the reality that you have a voice in your organization.

However, “Agree to disagree” isn’t the end game. It merely paves the road toward an open discussion, a mutual understanding, and ultimately, a resolution that is in the best interest of the entire organization. An open forum devoid of fear but with a shared interest in what’s best for all departments produces better outcomes and bolsters company culture.

How do we get there? We reached out to Datamax Texas President David Rhodes.

Eliminate the Fear.

In Patrick Lencioni’s “The Five Dysfunctions of a Team,” fear of conflict slots in as the second component of his “dysfunction” pyramid. He writes, “All great relationships, the ones that last over time, require productive conflict in order to grow.”

“You don’t have a good relationship with someone when you’re experiencing fear. If this is your supervisor or manager, that means there are more issues present than the particular issue you’re concerned with. When you feel comfortable with your manager, there’s better communication to where the issue at hand can be resolved, you can see both sides of the issue, and better understand what the final decision is. Thus, better buy-in on that decision,” Rhodes said.

How can leaders help eliminate fear?

Rhodes says they need to be open-minded. They need to listen. And then they HAVE to take action, whatever that particular action may be. Furthermore, Lencioni offers two additional suggestions for overcoming a fear of conflict:

• Mining: When teams have been avoiding conflict for far too long, you must often assume the role of "miner of conflict - someone who extracts buried disagreements within the team and sheds the light of day on them.
• Real-time permission: Does someone seem uncomfortable with a certain level of discord or discussion? Actively remind them that what they are doing is necessary. Productive, even.

Discuss and Deliver Action.

That starts with an open door policy for managers who actively listen and avoid reacting by emotion. When an issue arises, Rhodes says to have all parties involved open up a discussion, and have everyone speak up (hopefully with no fear). Then, make a conscious decision that positively affects not just one person or department, but all the departments for the company's greater good.

“As managers and executives, we’re counselors, we’re referees,” Rhodes said. “We’re trying to make a professional, impartial decision, to treat everybody as neutrals, and ultimately do what’s best for the company. This is particularly important at the executive level: We have to ask ourselves, how does this affect all the departments? How can we come up with a resolution that helps everybody?”

Then, Rhodes stresses, once an issue is ironed out, action must follow.

“If complaints fall on deaf ears, then it becomes, ‘what’s the use?’ ‘Why even bring it up?’” Rhodes said.

Loop Back When Necessary.

Does the same issue wiggle its way back to the forefront? Time to revisit it. In the spirit of full resolve, Rhodes says that leaders must gather all parties back together again, reopen the discussion, and get all the current facts.

“Once you’ve implemented a supposed solution, you have to loop back. Whether that’s on a weekly or monthly or quarterly basis, leaders need to make sure what you implement solves the problem,” Rhodes said. "If not, then make adjustments. This is done successfully when all employees involved offer their feedback on what the resolution may look like.”

And with that, Rhodes can’t stress it enough for any leaders reading this. Actions speak louder than words.

“The critical piece in all of this is you have to have an action plan and put it in place,” Rhodes said. “You can’t take feedback and do nothing with it. We as leaders have to take action.”