One direct report from the previous job filled out the survey with the following results: 

Question 1: List and explain three areas in which you observed workplace conflict.

In every team, conflict is not only inevitable but essential for growth, if handled with wisdom. In my previous role, I observed three consistent areas of conflict:

• Resistance to Change (Adaptive Challenge Conflict): When navigating an institution-wide change, several team members struggled to adapt. This wasn't just a technical issue—it was an adaptive challenge. People weren't resisting the change itself—they were resisting the loss it represented. My survey score of 20 in Identifying the Adaptive Challenge indicates that, while I moderately recognized this, I still have room to improve in helping others distinguish between technical fixes and adaptive work.
• Silenced Voices (Hierarchy and Communication Conflict): Some frontline staff, especially newer or junior employees, had valuable insights but felt unheard. Thankfully, my high score of 24 in Protecting Leadership Voices From Below suggests I was attuned to these voices. Still, the organization had cultural blind spots, and without deliberate encouragement, good ideas got lost in silence.
• Avoidance of Difficult Conversations (Conflict Avoidance): Some leaders preferred harmony over honesty. This showed up in performance management and feedback loops. My score of 17 in Maintaining Disciplined Attention indicates that I was only moderately effective in encouraging others to face these tough issues consistently.

Question 2: What did Leadership do when these conflicts arose?
As John Maxwell often says, "A leader knows the way, goes the way, and shows the way." In many cases, Leadership defaulted to technical solutions rather than diagnosing the underlying adaptive issues. For example, in the institution-wide conflict, Leadership offered meet-ups, which helped, but didn't address the root fears around job security and relevance.

When communication issues arose, Leadership depended on hierarchical decision-making rather than empowering those with insight but little authority. My score in Giving the Work Back to the People (20) reflects that I tried to counteract this by pushing decision-making lower in the chain, but institutional habits were slow to shift.

In conflict-avoidant situations, Leadership often sought short-term peace over long-term clarity. They didn't always model Regulating Distress (score: 18), and I too moderately exhibited this trait—meaning I still have work to do in creating a calm yet courageous space for tackling tough topics.

Question 3: What did you learn from these conflicts and what will you do to prevent them in the future?
Conflict, when stewarded well, is a teacher, not a threat. From these experiences, I learned three key lessons:

• Get on the Balcony Early and Often: With a strong score of 23 in Getting on the Balcony, I've learned to step back, see patterns, and assess the dance floor. But it's not enough to see—you have to invite others to step back with you. I'll be more intentional about pausing the rush and encouraging reflection in real time.
• Lean Into Adaptive Work, Not Just Quick Fixes: Conflict often masks deeper, adaptive challenges. In the future, I will focus more on helping my team distinguish between technical and adaptive work, creating space for loss, uncertainty, and learning.
• Create Brave Spaces, Not Just Safe Ones: Empowering voices from below is a strength (score: 24), but I must also model the courage to speak truth in love, especially when it's hard. I will strengthen my ability to Regulate Distress and Maintain Disciplined Attention by being a calming presence in chaos and holding the tension long enough for growth to happen.

In the words of Maxwell: "Leadership is not about titles, positions, or flowcharts. It is about one life influencing another." I aim to be that kind of leader—one who influences by listening deeply, acting courageously, and growing continuously.

@jollychialichien-com Thanks for the thoroughness of your responses. This is deeply reflective of how you approach conflict and overall these are very good scores. I have great admiration for your leadership style and, like all of us, there is room for improvement. I believe the toughest thing you contend with is that you move at a fast pace getting much done in the process. I resemble that remark. Slowing down and listening helps in accomplishing much of what you see as areas of improvement.

Jim

@jim Thank you, I agree with you. I need to learn how to slow down and listen to my team. I am doing that slowly. Thank you for the reminder!

1. Get on the Balcony (Score: 20): I have a strong ability to step back and see the bigger picture. This skill helps me understand the complexities and interrelationships within my workplace. It’s like being a conductor in an orchestra, where I can see how each section contributes to the symphony.
2. Identify Adaptive Change (Score: 16): I recognize adaptive challenges but may sometimes rely on technical solutions. I understand that not every problem has a straightforward solution, and I'm learning to navigate these waters by embracing change.
3. Regulate Distress (Score: 19): I create a safe environment for others to tackle difficult problems, demonstrating confidence and calmness during conflicts. I think of myself as a lighthouse, guiding others safely through turbulent waters.
4. Maintain Disciplined Attention (Score: 19): I encourage others to face challenging issues, ensuring that difficult problems are addressed rather than avoided. I’m like a coach pushing my team to keep their eyes on the prize, even when the going gets tough.
5. Give the Work Back to the People (Score: 12): I have room to grow in empowering others to solve their own problems. I consider this an opportunity to become a mentor, fostering independence and growth among my team members.
6. Protect Leadership Voices From Below (Score: 15): I’m open to contributions from all team members, especially those with less status. This openness can lead to innovative solutions and a more inclusive work environment.

Observed Workplace Conflicts

1. Conflict over Resource Allocation:
   • Observation: Teams often clashed over limited resources, leading to tension and reduced productivity.
   • Leadership Response: Leadership attempted to mediate by redistributing resources but sometimes overlooked the root cause of the conflict.
   • Learning & Future Prevention: By getting on the balcony, I can better anticipate resource needs and facilitate open discussions to find equitable solutions. Encouraging adaptive change by involving team members in decision-making can also alleviate tension.
2. Resistance to Change:
   • Observation: New processes were met with resistance, causing delays and frustration.
   • Leadership Response: Leaders provided technical training but failed to address underlying fears and concerns.
   • Learning & Future Prevention: I recognize adaptive challenges by addressing emotional and psychological barriers to change. I regulate distress by fostering a supportive environment where team members feel heard and valued.
3. Communication Breakdown:
   • Observation: Miscommunication led to misunderstandings and errors in project execution.
   • Leadership Response: Leadership held meetings to clarify roles and responsibilities but didn’t encourage feedback from all levels.
   • Learning & Future Prevention: I protect leadership voices from below by encouraging input from all team members. I maintain disciplined attention by ensuring that communication channels remain open and effective.

My Personal Action Plan

• Empowerment: I will work on giving the work back to the people by delegating tasks and encouraging team members to take ownership of their projects. This will not only boost their confidence but also enhance their problem-solving skills.
• Inclusivity: I will continue to protect leadership voices from below by actively seeking and valuing contributions from all team members, regardless of their status. This inclusivity can lead to innovative solutions and a more cohesive team.
• Conflict Resolution: I will use my ability to regulate distress to mediate conflicts calmly and effectively. Encouraging open dialogue and collaboration will help resolve issues and prevent future conflicts.

After completing the Adaptive Leadership Questionnaire and having a colleague evaluate my leadership, a few clear themes emerged. I scored highest in “getting on the balcony,” “giving the work back,” and “protecting voices from below.” These results resonate with how I try to lead: stepping back to see the full picture, empowering others to grow through challenge, and listening carefully to those who often feel unheard.

At the same time, I scored lower in “regulating distress”, a reminder that while I can remain calm outwardly, I sometimes struggle to manage the emotions in high-pressure situations.

Three Observed Workplace Conflicts:

1. Cross-Department Tension:
   Sales was frustrated with the speed and tone of support from operations. Both sides felt misunderstood.

2. Performance Expectations:
   A team member was underperforming, and the rest of the team began to lose trust in leadership’s willingness to address it.

3. Innovation Resistance:
   When introducing new technology, several long-tenured staff members openly resisted the change, fearing obsolescence.

How Leadership Responded:

In each case, leadership (including myself) initially leaned toward “fixing”. But those surface-level solutions didn’t stick. The real breakthroughs came when we slowed down, brought the right voices into the room, and allowed the discomfort to surface without judgement or rushing to intervene.

For example, in the sales-ops conflict, we facilitated a joint listening session with clear rules for empathy and zero blame. That meeting helped redirect the team, not because we forced resolution, but because we created a safe space for people to feel heard.

What I Learned & What I’ll Do Differently:

• Lesson 1: Clarity needs calm. When emotions are high, the brain literally short-circuits our ability to lead well. I’ve learned to pause, even for a few seconds, before reacting, and to create space for others to do the same.

• Lesson 2: Empowerment beats rescue. I don’t need to fix every problem. Instead, my role is to frame the challenge or goal and support people as they rise to meet it.

• Lesson 3: Protect dissent. The quiet voices, the challenging ones, and the unpolished ideas are often the best ones. I now make it a point to call those voices forward intentionally.

Moving forward, I’m committed to regulating emotional temperature more intentionally, especially in high-pressure moments. I’ll also continue asking, “What’s really going on here?” before I act, a subtle but powerful shift that honors the heart and soul of adaptive leadership.

@infoprestiziainsurance-com John, this is a great self assessment. Even though we mean well, our efforts sometimes are not met with results that we expect. Your initiatives are good ones to correct that which went wrong.

Jim

@keithryniakgmail-com Keith, I find that resistance to change which we will talk about this week, happens often when there are IT changes. This is particularly a problem for those who are not computer savvy and some of that is tied to age. Good solutions are in Week 7.

Jim

I was really interested in this chapter as Adaptive Leadership is something that I think I excel at. Not that there aren't things that I think I can improve upon, but change management and leadership is one of my favorite types of work and I think I'm pretty skilled in these types of interactions. I asked someone who is on a team that I am leading through a fairly stressful, complicated transition. The individual does not report to me directly and I was therefore trying to illicit a response that would be a little more honest that the past 3rd party surveys we've done and I think the scores are the most representative of how I see myself.

Get on the Balcony: Score of 21. This is certainly one of my strengths. I really enjoy learning about how an organization works through its data and also through its people. When faced with a challenge, I can pretty easily step back and consider each of the departments that will need to be involved and understand how various stakeholders will react to the change. 

Identify the Adaptive Challenge: Score of 18. I am relatively good at identifying an issue that needs a whole-cloth adaptive change and one that is more technical in nature that may simply need a different process implemented. I've been successful in this component of adaptive leadership by listening closely to people in group meetings and one-on-ones and by combining those spoken perspectives with data. Understanding the human component as well as the data is very helpful in determining what kind of problem you are dealing with.

Regulate Distress: Score of 24 - This is my highest score of the six components. I attribute the score to my general demeanor. I fairly laid back and can tolerate a lot of experimentation, both critical to creating a holding environment where people can try new things. Most of the time, experimentation does not lead to critical failures. Most of the worst case scenarios lead to a couple extra days of work to adjust. I'm also confident in providing backup and support to my followers so that if something does go wrong, they know that any repercussions will not reach them directly or individually.

Maintain Attention: Score of 19 - Again, I'm fairly good at this and I've been working on getting better over the last few years. For the first part of my career, I felt as though I needed to be involved in every difficult situation but realize now that I'm taking away opportunities for my followers to grow while simultaneously stressing myself out. this is still a work in progress for me as I work on trusting others to be able to handle difficult situations.

Give work back to the People: Score of 14 - This is my lowest score and I would agree that I'm not very good at this yet. Here are some reasons why I think I score so low in this aspect:

• Ownership - Once I've identified a problem, I often feel like that problem belongs to me and, therefore, the work of the solution is my responsibility. I continue working on shifting my perspective: directing the completion of the work is my responsibility, not the executing the work itself.
• Figuring out efficiencies - Finding ways to complete work efficiently is one of the most satisfying feelings for me. However, if I give work to others, they may think of more efficient ways than I would have thought of and then I can work on refining those ideas. This probably comes down to a combination of not trusting others and possessing a little too much hubris.

Protect leadership Voices from Below - Score of 21: I value a democratic process for idea generation. I really do want to hear from everyone and I make a point to call on quieter team members to share their positions.

@rob-hughes Rob, congratulations on these scores. They are pretty high showing just what you said about change, you embrace it. That is a strong leadership characteristic since many leaders do not and some just avoid the subject. I do notice that you are calm under pressure which allows others to relax thinking that they will get though it under your leadership. It's not unusual for a doer to be lower on delegating. It's just easier to do it yourself as all of us who are doers find out. The problem is that the organization does not grow under a top notch leader doing all the work. Our job is to grow the future leadership as I am sure you know.

Jim