Too often, these moments arise and we pass them by without saying anything. We don’t want to step on toes, to seem like we have a big head, or (worst of all) get into a fight. When asked if anyone has suggestions, we demur; if we do bring something up, we back off as soon as we notice even the hint of a raised eyebrow. In short, rather than addressing the issues at hand, we placate.


It’s understandable to try to avoid the discomfort of conflict, and natural to desire harmony with those we work with, especially with those who may be senior to us. We fear that contention always means conflict, and that conflict is, by nature, destructive.


But in most cases, contention, even uncomfort able contention, is a hugely productive force. When we contend well we bring our deepest, most important insights to the surface; by having to defend them against intelligent criticism we find better, more powerful ways of expressing our ideas, we recognise weaknesses in our plans and learn to hedge against these deficiencies. When we withhold our contentious views, the collaborative process no longer benefits from as rich a diversity of insight. It is easy in a placatory environment to sink into a deadening form of “groupthink”. The ideal collaborative project, there- fore, must involve tension and profound disagreement.


Democratic politics, at its best, reflects this ideal when it is seen as a continuous exercise in acknowledging


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