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Conflict

Restoration or Revenge

by Ron Potter August 9, 2018

Team Unity is the most powerful productivity booster that can be applied.

There are several “multipliers” to team productivity. One is trust. Another is respect. And you need both in place to build unity. But unity is the greatest productivity booster of all.

Whenever people are involved there will always be conflict and friction. It’s just the nature of things. How we respond to the conflict and friction will determine the value of the team.

Revenge is a power play. When you take a tit-for-tat approach to conflict and friction it’s because you want to maintain power over the other person. Teams are not built on power, they’re built on unity.

Unity requires reconciliation. Reconciliation requires giving up power and control. This doesn’t mean you need to give up your beliefs and assumptions or cave into another person’s need for power and control but it does take humility. The original definition of humility meant tremendous power under complete control. Being under control means self-control, not controlling others. Restoration helps build trust.

Restoration means reaching out to others. Listening to their point of view. Not arguing or countering every point they make but attempting to understand their background, experiences, beliefs, and assumptions that are leading to their position. Steven Covey addressed this approach in his 7 Habits of Highly Successful People when he said, “Seek to understand first before being understood.” Few people seem to have the patience to fully understand the other person before expressing their point of view but when it does happen, it is very powerful.

However, there are occasions that despite the effort to understand and reconcile, the other person may not be willing to reconcile. In these cases, there is an ancient process that says bring one or two others with you to help reconcile. That doesn’t mean that you bring one or two supporters to overcome your “opponent.” It does mean to bring one or two others to help assure that the process is facilitated well and that both sides are completely understood.

If after making the effort with a good facilitator or two, reconciliation still seems to allude you, this is an issue that needs to come to the team. Letting it fester in the background or simply agreeing to disagree will never bring the trust and unity needed to build a great team. Great teams reach unity and commitment. Without unity and commitment, the full power of the team will never be realized.

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Caring in Action: Confrontation

by Ron Potter August 6, 2018

Caring becomes real to another person only when some action occurs. I believe that communication, confrontation, and challenge are three of the best ways a leader puts “feet” to true caring.

Over the next few weeks, we’ll unpack each of these aspects of caring and will continue this week with confrontation.

Confrontation

Confrontation does not involve giving a report on another person’s behavior. It means offering feedback on the other’s role or response. Its goal, in the business environment, is to bring the employee, boss, or peer face to face with issues (behavior, emotions, achievement) that are being avoided.

For us to be effective in confrontation, we need to focus on four things:

Balanced truth

You cannot confront someone on hearsay alone. Get the facts. Investigate the matter; check it out. There are always two sides to every story. What are they? Neither one is likely to be the “complete” truth. Look for the balanced story.

Right timing

I once witnessed a near catastrophe. A client of ours was going to confront a customer. The customer had called the day before and verbally leveled several people on our friend’s staff. My client was going to call the customer and confront him with some brutal truth: “Everyone in the office is afraid of you and doesn’t want to talk to you because of your aggressive style and attitude.” Just before our client was to make the call, someone in the office discovered that the customer’s wife had colon cancer and possibly multiple sclerosis. The customer was suffering right along with his wife, in addition to trying to be both Dad and Mom to the kids, coaching a sports team, and running a tough business. Instead of calling to confront the customer with the brutal facts, our client decided to confront him with care and sympathy.

Many situations will not be this clear-cut. The right timing may be harder to gauge. For sure, though, it is best to deal with a situation when the heat of the moment has passed. Having the courage and taking the time to come back to it after emotions have subsided is actually quite difficult. There never seems to be the same urgency later, but good leaders force themselves to pick up the issue at a better moment. When it is the right time to confront, the green lights will be flashing. Until then, hold on.

Wise wording

I suggest that you carefully plan what you will say when you confront someone. A proverb says, “Timely advice is as lovely as golden apples in a silver basket. Valid criticism is as treasured by the one who heeds it as jewelry made from finest gold.” Words have the power to destroy or heal. Choose them carefully when confronting.

Fearless courage

Don’t fall back in fear when you need to confront someone. If you have assembled the truth, believe it is the right moment, and have carefully prepared what you will say, move forward and confront. As Roger Clemens did with Curt Schilling, press on: “How can I help this person be better, regardless of how I feel?” It may mean finding a more productive or satisfying place for the person—even if it’s with another company. In the end this option is better for the organization and, in most cases, for the other person. What is worse is allowing a person to continue in a harmful behavior or self-destructive attitude.

Next week we’ll continue our discussion by unpacking caring through challenge.

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Blog Leadership

The Dilemma of Leadership

by Ron Potter August 2, 2018

The dilemma of leadership: If you’re not dealing with dilemma’s, you’re not leading.

Quality, Fast, Cheap

You might remember the old joke about the watch repair shop with the sign that said “High Quality, Fast, Cheap. Chose any two.”

Unfortunately, many leadership teams work on these kinds of issues. How do they deliver quicker, with higher quality and keep their costs down at the same time? It’s difficult to deliver all three but they believe doing so is the holy grail of business.

That may be true but it’s not leadership, it’s management. Michael Hammer, who I respect as a researcher and business consultant, put out a book a few years ago titled Faster, Cheaper, Better: The 9 levers for transforming how work gets done. And he’s right, this will transform how work get’s done. That’s the business of management. Getting work done better.

Leadership is not Management

However, leadership is not management. Management knows what the goals are and are working towards getting there faster, cheaper and better. If your leadership team is focused on any one, two or three of these issues, realize that you’re a management team.

Dilemmas

Dilemma comes from the word delaminate. This is the same root word that describes the laminated horns of a bull. Thus, the old adage, “On the horns of a dilemma.”

The idea here is that you need to choose one direction or the other. Both are essential. You just don’t have the resources to do both.

The choices may be about faster, cheaper, better. They may be about markets or customers or technology or cannibalizing your business with a better or newer product. Whatever the issue, you’re faced with deciding between two good choices or two bad choices. The ancients would say “Either way, you will get gored!”

Issues of Leadership

These are the issues of leadership: Dilemmas.

If you’re not dealing with dilemma’s, you’re managing, not leading.
If you’re not dealing with dilemma’s, you’re not being realistic about your marketplace or your competitors.
If you’re not dealing with dilemma’s, you’re avoiding the conflict that will arise when you do face them.

And if you’re not identifying the dilemmas you face and building a team that works through the dilemma to give direction to your managers and your company, you’ve abdicated the role of leadership.

Step up. Face the dilemma. It’s hard. It’s essential. Be a leader!

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Blog Culture

What’s your Therefore there for?

by Ron Potter May 3, 2018

The word therefore has only been used in its current form for around 200 years. It’s a relatively new word in our language.

In the original old English, it meant: for that or by reason of that. Or it could be understood to mean “in consequence of that.”

The question is “What is that?”

We all too often give our reason for something without ever explaining what that reason is based upon.

By reason of that

In consequence of that

One of the practices I find myself talking to corporate teams about is conducting good dialogue. Good dialogue begins with clearly stating the “that” which your argument or conclusions are based upon.

Peter Senge wrote the book The 5^th Discipline in 1990. In my experience with corporate clients, it was one of the most impactful books written at the time. Every client I worked with during the late 90’s and early 2000’s was anxious to show me what they were doing with systems thinking (the point of Senge’s book) and re-engineering projects to rethink how they were approaching their work. The book itself was over 400 pages long and my personal notes of highlights were nearly 40 pages. That means I highlighted nearly 10% of all the words written. It was impactful thinking!

One of the basic mental models in the book was Triple Loop Learning. It is most often attributed to Chris Argyris who was a colleague of Senge. In this model, they helped us understand that until we get at the beliefs and assumptions that drive our reasoning we will never actually learn or will always fall short of accomplishing major change efforts. Beliefs and assumptions will always overrule systems, policies, procedures, and processes.

Teams that get good at starting with beliefs and assumptions of each team member find renewed understanding and respect for each other and make great strides accomplishing great things beyond what one individual could accomplish.

In my experience, if you were to watch high performing teams from behind a soundproof glass, you would think they were at each other’s throats. They seem to be aggressively going at each other and getting in each other’s face. But, if you removed the glass and began to hear the discussions, you would be aware that they want to understand each other so deeply that they are aggressively going after the beliefs, assumptions, backgrounds, experiences that support everyone’s starting points when dealing with a difficult issue. By understanding beliefs and assumptions, the team is better at solving problems and reaching a committed solution they all will back and support.

So, what is your therefore there for? If you can’t share what you believe without condemnation, ridicule or repercussions your “therefore” conclusions, suggestions or directions will never be understood or respected. Build great teams that can openly share Beliefs and Assumptions so that “therefore” is understood and respected.

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Short Book Reviews

Radical Candor

by Ron Potter April 1, 2018

Ron’s Short Review: Anything less than Radical Candor leaves issues unsaid and unexamined. This builds on the concept of Psychological Saftey which is a key to team success.

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Short Book Reviews

The Power of a Positive No

by Ron Potter August 1, 2017

Ron’s Short Review: The word “Decide” actually means to figure out what you’re going to say “No” to. This book helps you figure out how to do a great job saying No.

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Blog Trust Me

No Guts, No Glory

by Ron Potter August 29, 2016

On October 29, 1941, as the world reeled from the onslaught of the Nazi regime in Europe and faced a looming threat from Japan, Winston Churchill was asked to speak at Harrow, his old school. Near the end of his two-page speech, Churchill spoke the now famous words:
“Never give in, never give in, never, never, never—in nothing, great or small, large or petty—never give in except to convictions of honour and good sense.”
Churchill had experienced many crushing setbacks throughout his life and political career, yet he refused to give up. He was a man of extreme courage and endurance.
When leaders make decisions, seek to expand an organization’s borders, or want to execute an innovative idea or create change, they will encounter opposition and face the great temptation to conform or quit. How can they resist and stand strong? How can they acquire the bulldog will of a Winston Churchill and never give up?
Endurance is the result of two foundational character qualities: courage and perseverance. Both are required of leaders seeking the trust of others.

Adversity and Discouragement

“A man stopped to watch a Little League baseball game. He asked one of the youngsters what the score was. ‘We’re losing 18-0’ was the answer.
‘Well,’ said the man. ‘I must say you don’t look discouraged.’
‘Discouraged?’ the boy said, puzzled. ‘Why should we be discouraged? We haven’t come to bat yet.’ ”
Discouraged? Hardly. The boy was holding strong to the hope that his team could overcome any deficit. He was holding strong to his convictions.
No matter what the source may be, discouragement and adversity have a purpose:

to deal with our pride
to get our attention
to get us to change our behavior
to prepare us for future service

There are some wrong responses to adversity and discouragement, and they cause bitterness, doubt, depression, and hopelessness. But holding strong produces some right responses:

We gain our team’s trust because our actions match our intentions.
We focus on seeing things through rather than abandoning our values or vision.
We rely on God for the ability to endure.

I want you to build courage and persevere, to realize the sweet taste of standing strong for the long haul. Endurance.

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Blog Trust Me

Building Team Dynamics – Part II

by Ron Potter August 8, 2016

Last week, we began to unpack what builds up healthy team dynamics. You can read part I here. This week, we continue with part II.

Manage Conflict

In his book The Fellowship of the Ring, the first book in the series The Lord of the Rings, J. R. R. Tolkien describes the camaraderie of a diverse group banded together by a common cause. Called “the fellowship of the ring,” their quest is to destroy the power of the Dark Lord by destroying the ring in which that power resides. Though they differ in nearly every way—racially, physically, temperamentally—the fellowship is united in its opposition of the Dark Lord. In a section omitted in the movie, a heated conflict breaks out among the crusaders. Axes are drawn. Bows are bent. Harsh words are spoken. Disaster nearly strikes the small band. When peace finally prevails, a wise counselor observes, “Indeed in nothing is the power of the Dark Lord more clearly shown than in the estrangement that divides all those who still oppose him.”

Conflict causes estrangement within teams, even the best teams. Therefore, managing conflict is at the heart of the dilemma of the leader who has good relations with individual team members but cannot get the group to work together.

Rivalry causes division. Debate causes hurt feelings or a sense of not being heard or understood. How does a leader keep an aggressive person and a person who easily withdraws engaged?

Kenneth W. Thomas and Ralph H. Kilmann created the Conflict Mode Instrument, which is “designed to assess an individual’s behavior in conflict situations.” It measures people’s behavior along two basic dimensions: “(1) assertiveness—the extent to which an individual attempts to satisfy his or her concerns, and (2) cooperativeness—the extent to which an individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to identify five specific methods of dealing with conflicts.”⁷ The methods are described as follows:

Avoiding—Low assertiveness and low cooperativeness. The goal is to delay.
Competing—High assertiveness and low cooperativeness. The goal is to win.
Accommodating—Low assertiveness and high cooperativeness. The goal is to yield.
Compromising—Moderate assertiveness and moderate cooperativeness. The goal is to find a middle ground.
Collaborating—High assertiveness and high cooperativeness. The goal is to find a win-win situation.⁸

Leaders need to use the peacemaking qualities defined by the two pillars of humility and endurance to bring conflict to the highest level of resolution: collaboration. The cooperative environment means “I need to be humble.” The assertive environment means “I need to endure.” The two pillars, taken together, cause people to listen, yet hold firm in solving conflict through collaboration. When collaborating, individuals seek to work with others to find a solution that satisfies all parties. It involves digging into hidden concerns, learning, and listening but not competing.

Treat Employees as Investors

It is interesting to watch privately held companies that seek to go public. They hire IPO (Initial Public Offerings) coaches who work hard with the CEO, CFO, and COO to train them to attract investors. They work with these leaders to help them say the right things in order to sell their companies. They teach them which messages work and which do not.

Our question: “Why don’t companies do the same thing with employees?”

If you do a quick study on employee relations over the last several decades, we think you will discover that how employees are viewed and described has moved along a continuum from workers to commodities to assets. We do not believe that referring to employees as “assets” is a satisfactory description because so many leaders look at assets as disposable or upgradable. Leaders and companies would be more successful in building organizations if they thought of their employees as “investors.”

Leaders need to give their people the same compelling we’re-a-great-company-and-here’s-why-and-where-we-are-going reasons for success that are promoted to IPO investors or current stockholders.

Leaders need to ask, “How can we get employees excited about what we are doing?” This approach is basic to team building and goes beyond vision and mission. It’s a way to engage the greatest resource of people—their energy!

Alan Loy McGinnis, in his book Bringing Out the Best in People, tells us, “Talk may be cheap, but the right use of words can generate in your followers a commodity impossible to buy…hearts on fire.”

Isn’t that what all leaders want—team members with hearts ablaze for the company’s vision and goals? The leaders certainly want investors who are loyal, happy, and motivated to give resources. Treating your employees as investors will produce similar results.

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Blog Trust Me

How Can We Work Together?

by Ron Potter July 18, 2016

Leaders at all levels grapple with the challenge of getting people to pool their talents and work with, not against, one another.
Often frustrating to leaders is a team that consists entirely of “stars” who can’t or won’t play together as a team to “win the championship.” In an era of knowledge workers, leaders find themselves with nonfunctioning teams of all-stars who can easily undermine them. (Peter Drucker defines knowledge workers as those who “know more about their job than their boss does and in fact know more about their job than anybody else in the organization.”)
Chuck Daly, the first coach of America’s Dream Team, found himself needing to take basketball players like Michael Jordan, Magic Johnson, and Larry Bird and build a team of champions, not just a group of incredible superstars. Coach Daly used all his coaching experience, leadership ability, and basketball knowledge to mold this group of all-stars into a team.

You will see a team of professionals in the Olympics again,” said Daly. “But I don’t think you’ll see another team quite like this. This was a majestic team.

Coach Daly could not mold these incredibly talented basketball stars into the successful team they became by keeping the focus on himself. On the other hand, he could not surrender the basic basketball concepts he knew would help the team win a gold medal. He was a builder and a success at developing teams.
Teamwork doesn’t just happen. A winning team is not formed by a miracle of nature. You cannot just throw people together (even knowledge workers or pro basketball stars) and expect them to function as a high-performance team. It takes work. And at the core of team building is the desire to develop people and create a calm environment in which productive growth and seasoning can occur.
When leaders tolerate poor teams or even promote them through their own leadership style, organizations find themselves misaligned. Employees use this out-of-plumb structure just like children who play off each quibbling parent to get their own way. Leaders need to stop this behavior and get teams realigned. Leaders sometimes empower direct-reports to perform tasks or projects that are actually opposed to each other.
When team members come to me, they also have questions. Typically, the questions team members ask are about themselves: “How do I deal with difficult team members?” or “How do I get heard?” These are self-directed questions. The team members are concerned about themselves—getting heard, getting ahead, getting along, and getting their jobs done.
In most cases the leader has not developed the team to the point of understanding the full value of synergy. The team members do not understand that the sum of their collective output will be greater than the work they could do individually.
Worse, many executive teams are not convinced that synergy can happen at the leadership level.
It falls on leaders to get teams excited about working together—about creating synergy. Many of the team members’ questions and wants can be overcome when they feel the power of working together and achieving the goals of the team.

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Blog Trust Me

Teams Under Pressure

by Ron Potter July 11, 2016

The Discovery Channel recently featured a program about a pride of fearsome lions. The documentary illustrated what happens when the leader is no longer able to preserve order and calm.

In one scene the lioness-leader of the pride is leading the hunt of a zebra. As she chases her prey, the frightened zebra jumps over a log at the very same time the lioness is trying to bring it down from behind. As they both leap, the zebra winds up violently kicking the lioness-leader in the head, inflicting a severe wound.

Over the next few weeks, the culture of the pride changes significantly. The lioness-leader becomes fearful and, because of the event with the zebra, shies away just at the moment of the kill. The pride gets visibly angry with her; they are hungry, and the lioness’s traumatic experience has demolished the familiar, effective structure of the pride. She is no longer securing food. Her fear and tentative behavior have created chaos and caused a dysfunctional team that is confused and threatened by starvation.

During times of chaos and confusion, leaders can either be peacemakers, which will bring a calm that pulls the team together, or they can let a “kick to the head” at a decisive moment cause them to pull back, which will cause disruption, loss of morale, and uncertainty.

In my work with clients, most of the questions I receive concern how to find the key that opens the door to a successful team. Often the organization is in turmoil. It needs peace. It wants teamwork to lead the way out and beyond the current situation.

Peacemakers encourage teamwork. They seek group dynamics that unleash the right kind of power and the right attitude to achieve the best results.

So many books, articles, and seminars are developed to help leaders understand how to build teams. It’s ironic that on a moment’s notice during a terrible crisis several people facing impossible odds came together and built a successful team.

In what the news headlines called “The Miracle at Quecreek,” nine miners, trapped for three days 240 feet underground in a water-filled mine shaft, “decided early on they were either going to live or die as a group.”

The fifty-five-degree water threatened to kill them slowly by hypothermia, so according to one news report, “When one would get cold, the other eight would huddle around the person and warm that person, and when another person got cold, the favor was returned.”

“Everybody had strong moments,” miner Harry B. Mayhugh told reporters after being released from Somerset Hospital in Somerset, Pennsylvania. “But any certain time maybe one guy got down, and then the rest pulled together. And then that guy would get back up, and maybe someone else would feel a little weaker, but it was a team effort. That’s the only way it could have been.”

They faced incredibly hostile conditions together, and they all came out alive together.

The Quecreek story pretty well illustrates ideal team dynamics. Being a contributor on an effective team and working together to accomplish a meaningful mission is a deep desire of many. It’s up to the peacemaking leader to coach that team…of so many dreams.

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Absurd!Blog In-Depth Book Reviews

Absurd!: The One thing you can do that helps solve most difficult issues!

by Ron Potter June 24, 2016

I’m continuing my series on an in-depth look at a wonderful little book that’s twenty years old this year. The title is Management of the Absurd by Richard Farson. You may want to consider dropping back and reading the previous posts about ABSURD! I think it will put each new one in great context.

In Communication, Form is More Important Then Content

I often find myself working with teams on difficult issues.

There may be conflict or unresolved issues.
Someone is not performing and it’s impacting the performance of the entire team.
The leader just isn’t listening to the concern or even opportunity that the team is seeing.
The leader isn’t dealing with a person who’s in over their head.
The list goes on…..

Our author of Management of the Absurd makes a couple of key observations:

When we witness a red-faced executive shouting, “Who’s excited? I’m not excited!” we realize that the feeling is much more important than the words. That’s why in all communication it’s crucial to listen to the music as well as the lyrics, the feeling behind the words as well as the words themselves.

And

In all of life, the metamessage tends to be more powerful than the message itself.

I think we all know that on an intellectual basis. But what do we do about it? I’ve found one simple adjustment that makes a profound difference…. remove the table!

Yup, that’s the one thing that I have experienced that helps me deal with difficult issues, remove the table. As soon as I set a team down in a circle with nothing but chairs, the mood immediately changes. I often get those nervous comments like “Boy, are we in trouble now.” Or “This certainly makes me feel a little vulnerable (or naked).” People seem to immediately know that this is different. The table offers us a shield. Position at the table has connotations. I can slip my phone over the edge of the table and no one will know I’m checking email (Ha!). Sitting in open chairs levels the playing field. It exposes all of our body language. We can’t hide. We need to be REAL with each other.

I’ve experienced some of the deepest sharing and resolution of many deep issues when we work without the net of a table between us. All of a sudden people are listening more with an intent to understand rather than respond. I will often hear comments like “Now I understand”, “I never knew that” or “I can see why you would believe that.”

Our author closes this section with the statement “All of this teaches us that we may be so concerned about the content of what we say or write that we often forget the form. When they are taken into account, it is possible to send metamessages that are consonant with the intended message and reinforce rather than undermine it.”

The metamessage counts more than the content. Take the table away. Even in a figuratively sense. When you’re dealing with difficult issues and send that email or leave that voicemail, leave the metamessage, not just the content.

So, how do you remove the table when the team meeting is being conducted via a phone or video conference? Sorry, that one will have to wait for a future blog.

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Blog Favored Trust Me

Favored Are Those Who Calm the Waters

by Ron Potter June 13, 2016

A passionate man turns even good into evil and easily believes evil; a good, peaceable man converts all things into good.
—Thomas à Kempis, The Imitation of Christ

Does it seem puzzling to find the term peacemaker included in a list of qualities necessary for a trusted leader? Does peace sound a bit too passive in today’s business environment?
We are desperately in need of some peace and quiet. Work—all of life—is more stressful than ever before. James Citrin writes:

Late nights in the office. Early mornings to clear overnight e-mails. Weekends to catch up on all the things you didn’t have time to do during the week. Most people in business simply cannot work harder or faster than they are at present—we’re all sprinting just to keep up. As the old saw says, the race goes to the swift. And in the now-distant boom times, being first to market and hurrying obsessively to get out ahead made working in overdrive the norm.
But in our collective rush to get ahead, maybe we have lost something…certain actions, decisions, and initiatives do have their own rhythms, and we should be sensitive to them. Don’t you agree that on some days, things just flow, while on other days, no matter how hard you push, things just don’t move forward?

A peacemaker is a leader who seeks to create calm within the storms of office politics, decision making, shareholder demands, cash-flow crunches, and the endless change of things the organization cannot control such as the economy, the weather, the fleeting loyalty of today’s consumer, and a host of other constantly evolving issues.

One of the jobs of a leader is to prepare the organization for times of great demand. There have been many studies on the effects of overtime work. When additional hours of work are initially introduced, productivity climbs. However, research also shows that if the overtime continues for more than about two months, productivity falls back to its original level in spite of the additional hours worked. Leaders who neglect to give the organization rest will not be prepared when the real push comes. And, in fact, they are not getting a good return on their investment by keeping everyone working long hours over extended periods of time.

Leaders need to know when to let the organization (people) slow down and rest a bit so that they are ready to go when those two or three tough times during the year require that extra effort.

Take a look at your world. Some people on your team are fed up with the daily push and shove. They are overworked and worn out. They feel vulnerable and fearful, and they are seeking personal peace to do a job they feel they can do but for whatever reason cannot.
A good leader knows the value of bringing some calm to stressful situations. As Jesus once said to those under his leadership, “Peace I leave with you.… Do not let your hearts be troubled and do not be afraid.”

Peace means equilibrium, understanding, justice, mercy, caring, and harmony. To be a peacemaker means to quench the desire for revenge and replace it with the desire to put others first for their well-being.

However, peacemaking does not mean seeking peace at any cost, for the peacemaker realizes that peace at any price will usually result in events that are anything but peaceful. A peacemaker is not an appeaser. He or she is not a person who is easy to shove around and who refuses to take a position. We are not talking about wimpy leaders who avoid confrontation. Quite the contrary. A peacemaker understands the positive role of conflict in building a solid team. A peacemaker is one who through strength and knowledge establishes good relationships between estranged parties—relationships based on truth and fairness.

Peacemaking leaders encourage open discussion and honest debate, which actually improves relationships. Harmony comes from the trust that is developed, not from the suppression of discussion and debate. In fact, great peacemaking leaders create more energized debate than normal.

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