Navigating Leadership Through Tense, Turbulent Times
Peter T. Coleman
We find ourselves in an era defined by extraordinary turbulence.
Leaders across all sectors — whether in technology, media, non-profits, education, or even healthcare — are confronted with an array of complex challenges that test their ability to steer their organizations through the storm. From divisive social and political issues such as the Israel-Gaza conflict, COVID-19 vaccine mandates, racial justice movements, #MeToo, and debates over abortion rights, these crises ripple through institutions, creating fractures that are difficult to mend. Even a single offhand comment on social media can ignite a firestorm, triggering a cascade of grievances that seem impossible to quell. These pressures are not only disrupting organizations but are also claiming the careers of many capable leaders.
In these tension-filled times, survival as a leader demands more than conventional wisdom; it requires an exceptional capacity to navigate conflict. Leaders must be agile, adaptive, and skilled at engaging with disputes, rather than avoiding them. Building teams that can adeptly manage these tensions and fostering organizational cultures that thrive in conflict-rich environments are no longer optional — they are essential. This is where the concept of Conflict Intelligence, or CIQ, becomes critical.
So, what is Conflict Intelligence? It is the ability to respond appropriately to varying types of conflict by making the right choices at the right moments. Strengthening CIQ involves a multi-faceted approach. Leaders must first understand their own tendencies in dealing with conflict, then learn to manage interpersonal dynamics effectively. They must also navigate conflicts that arise in different types of contexts adaptively and, at the highest level, address the systemic forces that perpetuate long-standing institutional challenges.
Research shows that leaders with higher CIQ not only resolve disputes more effectively, but they also foster environments where employees feel a greater sense of satisfaction, empowerment, and well-being. These leaders create cultures that are more innovative, constructive, and capable of making sound decisions even in the most complex, turbulent situations. The better equipped leaders are at each level of CIQ, and the more their organizations embrace these skills, the more effectively they can transform conflict from a destructive force into a powerful driver of growth and innovation.
For instance, in a recent study of nearly 200 full-time U.S. employees, participants completed a survey evaluating their managers’ Conflict-Intelligent Leadership. They were then asked about their psychological safety at work — an indicator closely linked to team effectiveness and innovation. The results revealed a strong connection between employees’ perceptions of their leaders’ CIQ and the presence of a work climate characterized by trust, openness, respect, and a willingness to take risks.
In today’s volatile world, championing conflict-intelligent leadership is not merely a strategic advantage; it is a fundamental necessity. Developing CIQ in leaders and organizations may very well be the key to not just surviving but thriving in the complex, conflict-laden landscape we face. As we step into an era marked by increasing complexity and discord, the critical question is no longer if we will encounter conflict, but how well-prepared we are to harness it as an opportunity for growth and resilience.
For access to the Brief Conflict-Intelligence Leadership Assessment follow this link.
Peter T. Coleman is a professor of psychology and education and director of the Morton Deutsch International Center for Cooperation and Conflict Resolution at Teachers College, Columbia University. Dr. Coleman studies polarization, conflict intelligence, intractable conflict and sustainable peace.