The average CEO spends 25% of his time coping with conflicts. It’s worth asking how much of that conflict has truly been used for useful purposes, like fostering creativity?
Business mythology is rife with tales of firms that use conflict to rediscover their true purpose. Steve Jobs left Apple after conflicts arose regarding his dual role as VP and board chair. The exile enabled him to return invigorated and with a precise understanding of what the company needed. In a devilish move, IBM Chairman Louis Gerstner brought the behemoth computer manufacturer to its knees by creating conflict between its skilled engineering brain trust and a band of rebels experimenting with the brave new world of superconductivity. The result? IBM left behind bulky mainframes--a declining revenue stream--and moved deftly into networking technology (and later business consulting).
Via Vicki Kossoff @ The Learning Factor