In this episode of the Impostor Syndrome Files, we look at the challenges many of us face managing conflict in the workplace. Conflict management is a crucial skill but, sadly, most of us were not taught how to manage conflict in our homes or our schools, so we lack tools and confidence in this area. My guest, Kristine Scott, a conflict expert, shares a powerful perspective on how we can better manage ourselves in relationship to conflict, both at home and at work. She offers practical strategies for how to better understand and manage our fears and, in the process, grow our power and confidence.
About Kristine Scott:
Danielle In 2008, Kristine took an AmeriCorps job running a meal program for unhoused young people. Almost 50 hungry youth arrived on Kristine’s first night. What happened next was terrifying for a young, small town white woman. Her purse went missing, there were fights and screaming guests. Kristine vowed to never return. But then something unexpected happened. A 17-year-old guest instantly turned the chaos into quiet, polite behavior with a single phrase. This began Kristine’s journey of learning from those she served, people living in constant threat and conflict. Through their mentoring and hundreds of incidents, she began to see conflict as a place to deepen a connection and counter social inequity. Kristine has since trained thousands of people how to respond not react, lean in and not lash out. She particularly enjoys working with women who are naturally skilled at de-escalation after they debunk the false narratives around gender roles. In her free time, she hangs out with her backyard ducks and sculpts scrap metal.
To learn more about Kristine’s mission to create “conflict resolutionaries” wherever she goes, see https://www.seattleconflictresolution.com
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Transcript:
Kim Meninger
Welcome, Kristine. It’s such a pleasure to meet you. And I’m very excited for our conversation today. I’d love to start by inviting you to introduce yourself.
Kristine Scott
Thank you so much, Kim. So my name is Kristine Scott, and I am the founder of Seattle Conflict Resolution, which is a business where I, I provide training for different teams on how to handle conflict. So any unruly customers, or maybe some harassment on the worksite, I train folks how to interrupt that as the behavior is happening.
Kim Meninger
That is fascinating to me because I would think… I, I certainly don’t know a lot of the research or the data. But I would think that conflict is a very universal challenge. And I think about this a lot because I don’t think many of us are taught conflict management skills in our homes. We often have bad examples of conflict management. And so we go out into the world and we don’t necessarily know what we don’t know. And it’s a very anxiety-provoking thing. And so many of us avoid it. Or maybe we engage in ways that aren’t productive. So I’m really eager to talk about this topic more broadly because I think it definitely ties to our confidence in the workplace. Before we go there, though, how did you end up here? What’s your story?
Kristine Scott
That, that’s a great story. Um, well, I took an Americorp position years ago working with young people who lived outside. And so that meant I was responsible for either providing them meals or shelter, and I had no idea, like, what their lives were like I just assumed, because I, you know, came from this kind of middle-class background, that they just needed some guidance. And that I was probably the right person for the job. I was so wrong. I ended up learning a lot from these young people about what their lives were really like. And all of the places that my privilege had blinded me to that hardship into the brilliance of their struggle, like the, the amazing resilience, and gifts that they brought. And one of the biggest ways that showed up was how they handled conflict They had a much better understanding of what was truly a threatening conflict, as opposed to something that they could just, just ignore, and how to manage that and how to protect themselves because their lives were on the line, right. And so I realized that a lot of my response to conflict was actually very reactive. And our biology is, is really great at making us respond in a way that it’s either way too aggressive, and burly, right? Or way too passive and kind of shrinking from it. Like that’s what our biology tells us to do. There’s, there’s very good reasons for those chemical, that chemical reaction that we have, right? And I started realizing, after messing up constantly, that I should just watch these guys and see how they handle it. And that’s, that’s how I got into this work, actually, is they became my greatest teachers in how to handle conflict in a way that’s actually effective and doesn’t make it worse.
Kim Meninger
Wow. I mean, that’s a fascinating ground, like, you know, trying to think of the right word but the experience itself in which you learned these principles. Can you say more about what your experience with conflict might have looked like before you started thinking differently about it? Was it scary for you? Did you…?
Kristine Scott
Oh, I was conflict avoidant, right. I was, I was the classic, you know, like, white chick from a small town like, oh, just like no, make it go away. And what I realized is if I shrink in the face of somebody who has this unmet need that feels very urgent, the message I give to them is you don’t, you don’t count for me. Hmm. And then and then their expression gets bigger, because I’ve just like, become this like small little speck of dust, right? Or if I get too big, like, oh my gosh, you’re scary. And so I got to be scary, too. Then it becomes this, like, kind of running male elk kind of a thing. You know, so, so yeah, I started, I started learning from all of these mistakes, like, I don’t know how to do this without getting too big, too little. Like, there’s gotta be another answer here. And I realized my reactivity was really the problem, that I had to learn some techniques to kind of handle my biology, like what was going on behind the scenes. And a lot of the places we react to conflict is just like a little, a little Geiger counter for the places that we haven’t done our own healing. So if you are raised environment where if your parent yelled at you, the next thing that would happen is that you would get hit. Well, guess what happens when somebody yells at you, right? You, you’re gonna have a reaction. And your reaction is probably not tied to that person right in front of you. So, so conflict is really a beautiful barometer of the places that we need to do our own work and just kind of looking at those unhealed wounds that we have. And the other thing I love about it is people typically will not engage in conflicted behavior or problematic behavior, unless one of two things are happening. One thing is they have this huge unmet need. And, and it’s so urgent for them that they don’t know how to ask for help, in a polite way, right? Or the other thing that’s happening is they need to exert control to feel that things are safe, that they associate control with safety. And both of those are basically unmet needs kind of being run sideways. Go ahead, I see you have I see you have a thought?
Kim Meninger
Thank you, I was just thinking about that. I wonder if it makes sense to define conflict? Because I think that a lot of us think, or many of us have different definitions of conflict. For me, anything that might make for an uncomfortable conversation might be considered conflict whereas for other people. It’s only when, you know, we’re really getting into a heated fight. So how do you define conflict?
Kristine Scott
I define it as anywhere that there’s friction, anywhere that two people don’t feel like they’re in step with each other there’s, there’s conflict. And this is an amazing opportunity because when those chemicals start kind of going in our bodies, we have this choice about like, how honest can I be about what’s going on right now? Can I name what I’m feeling and own it and bring that into the conversation and say, Wow, I know, I’m feeling kind of uncomfortable about this. Let’s lean into this topic. [Hmm.] Once we, once we do that, yeah, it’s amazing that the energy in the room just shifts, because all of a sudden, it got honest and real, right?
Kim Meninger
Yeah. I’m always a big proponent of naming what’s going on inside too because I think that so often, we’re triggered by other people in ways that aren’t real, we make up our own stories about what other people are thinking or what their motivations are. And so to be able to put that on the table is really, I think, powerful, but it’s not always safe to do that, either.
Kristine Scott
Especially if this, you know, this other thing is running like that we’re calling the impostor syndrome, right? This, this recording around our own value. If we don’t feel solid in our value in the face of getting this body language or this friction from this other person, then it’s going to be very hard for us to say, Oh, I don’t feel comfortable right now. Right? Like that feels like oooh, you know, I have just made myself completely vulnerable here. But, you know, one of the things that I do in my training is I remind people, like, if you feel like somebody doesn’t like you, lean in and just find out like, what’s going on with them? I used to do this at the shelter all the time, I would, I would think, Oh, somebody’s somebody really doesn’t like me. And I would just go up to them and say, so I’ve noticed that something’s going on between us, like, you know, and I’m just wondering, like, did I do something that stepped on your toes? Because I probably, you know, I could have done that. I just want to know what’s going on? And nine times out of 10, they would be surprised that I even got that message. [Hmm.] Nine times out of 10. They would be like, What are you, what are you talking about? Like, like, you know, I had the self-inflated sense of my importance in their life. Right? Because that’s what, that’s the stuff we run when we’re not feeling confident, we’re not feeling valued. We’re just like, oh, people don’t like me. And that’s usually the number one reason why people don’t handle conflict is they assume themselves to be less capable, less valuable to this other party. When in fact, this other party you know, if you think about the last time you were in crisis, other people really didn’t count much until they leaned into your crisis. Right, you’re in your own turmoil, your pot is boiling over. You’ve stopped focusing on other people, you’re just like, in the middle of, of your own kind of uncomfortable situation. And the thing that you remember is if people lean in and ask you what you need. Everybody else really doesn’t matter what’s going on facially, what’s going on verbally until somebody can actually lean into your situation. And so I train people how to do that lean in for themselves first, like, what do I need? Can I name my emotion right now? Do I feel safe right now? And 90% of what makes us not feel safe is like this old stuff, these old wounds that we haven’t healed, these old misunderstandings, or some very real places that we as females, or we as people of color, or we, as writers, like et cetera, have been oppressed, and that we’re assuming oh, this is another one of those times.
Kim Meninger
So I think that’s such an important point, is starting with ourselves. And I wonder, what would be the number one step? Because I really want to tie this to, to what you’re talking about in terms of the biological response. I think that’s so important. And I wonder if people listening are feeling like, I’ve got unhealed wounds, I’ve got some work to do. Yeah, what’s the first step? What’s the very first thing we should consider?
Kristine Scott
Well, there’s the step about what you do in the moment. And then there’s the step that you do around how to manage your life so that you’re less susceptible to getting pulled into that biological response. And I want to start with that last one because if you are honest enough to write down every situation that gets get you worked up, that makes you feel tense, then you now have this lovely list of things that you can start healing around. And I always encourage people, like start with the things that feel just moderately irksome, right? Like, oh, yeah, that person gave me a side eye at the supermarket, right? Like start with, start with those things like, Oh, what message am I getting from that? Oh, okay. Well, where does that come from? Okay, so just be curious about that. And usually, once you start on those things, then the things down the list will start getting a little easier because you’ll get used to that process of, the process of self-exploration. And really untangling those messages. Because a lot of us were raised by a very well-intended parents who learned pretty quickly how to keep us quiet so that they could go about being parenting. Right. And so a lot of the untangling that I realized I was doing is like, Oh, I got that message as a kid. Oh, I got that message as a woman. Oh, I got right, like, and so as we do these, like, what are my triggers untangling, then we get a lot more flexible in going, Oh, this thing that I’m reacting to right now, probably 80% on me, it’s probably really not about the situation. And that once you have that freedom, it makes you a lot more flexible, so that in the moment, you can do some simple techniques. And there’s this lovely quote by Viktor Frankl that, that we have this space between the stimulus and our response. Right. And in that space lies our freedom and our growth. Like whatever we do with that little, that little four seconds between like, oh my gosh, here’s the stimulus. And here’s how I’m going to react or respond to that. We have that choice before our biology takes over. Our biology is just there to kind of go, Oh, you’re, you’re in, you’re in freakout mode, okay? Let’s get the adrenaline, let’s get the cortisol, let’s like da-da-da, right. And once that happens, you’ve lost that choice, your body has already responded for you. But in that little space that you have, you know, four seconds to some cases 10 second period, you can actually tell your body that you’re perfectly safe, and you’re just kind of uncomfortable. And you can do that by breathing. By being in control of our breath, we tell our body that we’re in control of our bodies, that we’re in control of our safety. By scanning the environment, making sure you know where your exits are. There’s also this technique, people can look up online called the neurovascular hold. That is simply putting two hands on the front and the back of your scalp with gentle pressure. You can do all of these things and totally tell your body nope, yep, it’s just a little uncomfortable right now. But it’s not going to kill us.
Kim Meninger
That’s so powerful. And I wonder…. I often think about it as the pause, just you know, something that disrupts that natural reflexive response, but what I often am asked is, but how do I do it? Because it happens so fast that a lot of the times they don’t even know that there is that four seconds like those four seconds just breeze right past me.
Kristine Scott
They do they do. And the beautiful thing is that this happens at home in our home life all the time as parents as partners, like we have those responses that are less than beautiful. And if we give ourselves permission, and the people we love permission to like, like, Okay, I just need a timeout right now. Like, I used to do that with my kids. Like, I realized I’m giving them way too much, too many timeouts. Like I started just announcing Mommy needs a timeout, and I would literally take myself out of the room. Because I didn’t trust that whatever was going to happen next, would be okay, would be my best self. Right? And I’ll never forget the first time I did it, like my, my annoying child tried to follow me like, no, no, no, I’m in timeout, I need to shut the door. You know, but it’s really important to, like, develop that agreement where you live, literally. And once you get good at that, it gets easier to do it in your work life, because your first attempts are going to be kind of ugly, and they’re going to be kind of awkward, right? It’s a habit that you have to develop, every time you feel that override start to take over. And I train people like, okay, like what happens to your breathing? What happens to your, your sense of vision, what happens to your thinking, like, like, look for all of those symptoms, name them look for them. So that when you feel that coming on, you know, like, Okay, this is just my inner mammal kind of trying to override me right now. And I have a choice there.
Kim Meninger
I love that. I, I feel so in sync with you on how you’re thinking about that. Because I do think as somebody who has had a lifelong struggle with anxiety, that has been the most effective strategy for me is to name the instinct and to give myself space to re-interpret the situation through a safer, more productive lens, to not let it be the threat that my brain perceived it to be. But sometimes we are in threatening, maybe not predator-style threatening situations, but some people work in environments that lack psychological safety where people are more toxic. Is there a difference? Is there a different set of considerations? Do we need to think differently if we’re in a space where we feel generally safe? And when we feel like we’re with people that we don’t trust?
Kristine Scott
Right? That’s a really good question. And when we look at workplace toxicity, especially as women and we look at how many messages that we get that we’re less than competent, that we are, that we have to work harder to prove her ourselves professionally. Our capacity to show up with our full authentic selves is just under duress. Right. And it is interesting. There’s this great study that I’ll give you the link for that came out of the Harvard Business Review, not only about the impostor syndrome, but also another one around women in the workplace, where Jack Zenger and Joseph Folkman basically analyzed the 360 evaluations of over 7000 executives, and they rated them, they separated them out based on if that person was female or male appearing. And what they found is the top 16 things that people have named as the best leadership skills to manage organizations, that women outscored men in 12 of 16 of those. And this is by the ranking of their peers and their co-workers and their supervisors. They’re outscoring men in taking initiative, practicing self-developed development, driving for results, displaying integrity and honesty. Right. But the messages that we get are not that, the messages that we get are like, oh, yeah, you’re kind of emotional. Oh, it’s so great that you’re creative. Oh, isn’t that sweet? Like they, we get all of these other messages that are very gender normative. And oh, guys that are confident. That’s so great. Oh, women that are confident, right. And so there’s this big, glaring difference between how we see ourselves and how the world sees us because of these messages. Yeah. And so I try to remind like, I’m, I love how your podcast has been asking people so how did you overcome impostor for yourself? Because we all know that’s a know, a crop, a crock of crap. And so I got to journal on, like, what was this? What were the steps for me in overcoming that? So I’ve got that written out here. Oh, great. And the first thing that on my roadmap was, I really, I did a lot of spiritual and therapeutic work around getting in touch with my young person, like the person I was before I got all of those messages about what girls were good at, and what I could expect from the world, like all of all of that garbage, right? Like, who was she before she had those messages kind of implanted into her? And then, after he did that, I started writing out a list of what are all of the hard things that I’ve overcome in my life? What are the things that just really made me struggle? And that I really had to work at to get past. And what did I learn in, in, kind of surmounting those obstacles? And between that and hanging out with these young people who just overcame obstacles much bigger than my list, I started, like being able to see behind the curtain, behind the curtain of class, right? Like, we’re told, Oh, well, you’re middle class, and you can expect blah, blah, blah, blah, blah, blah, oh, your upper class, you can right, like, I started seeing behind, like, all of that stuff and realizing, well, that’s not true. We didn’t earn that right or that privilege. We just assumed it based on where, who our family is, and where we come from, you know, hanging out with young people who chose street families, and who overcame amazing obstacles and went on to college and careers and all of that stuff, even after abuse in foster care, like, it just really made me go, Wait a minute. This isn’t true at all. Right. And so I started seeing behind the curtain on class, on housing status. And I also look at the places that I receive professional accolades, or got big promotions or like I was in the New York Times, you know, and, and I thought that those were like pinnacle moments, but they really were pretty shallow, and not nearly as amazing as I thought. And so, so I just kind of, like seeing how overinflated those were, as somebody who had experienced them, made me think, well, I bet a lot of the other stuff that I look at and I envy for other people is overinflated, too.
Kim Meninger
I love that.
Kristine Scott
And I also got a better analysis or definition of power. Because we have so much screwy messages, especially in the society around who’s at the top of the food chain and who’s not. And my new definition of power is, power is what happens when you’ve made your wounds work for you. When you’ve not only healed them, but you’ve understood them and you’ve leaned in to actually make them work for you. And you know, this, like when you’re in a room full of people and somebody walks in with that kind of gravitas, that kind of personal sense of self and self-value, self-love, you feel it right? You, you just you lean in like, wow, who are you? And that’s the type of power that I want to have. That’s the type of power I want to lean into and aspire to, not, not the type or, Oh, I get these accolades and look at me, right?
Kim Meninger
Yeah, wow. I really liked that definition of power. And I want to go back to what you were talking about too with the messages that we often get about what’s appropriate behavior based on whatever dimension of our identity. But in terms of this conversation, I want to talk about it from the perspective of men versus women. And you’re right, that it’s really difficult to bring your most powerful self into any type of situation where you have been given messages that you’re not good enough. You need to prove yourself, et cetera. And I wonder, especially because of that whole stereotype around women being emotional, too, that when we think of conflict, sometimes we think of emotional responses, right? And so a lot of us are trying not to reinforce the stereotype. When we engage in conflict, and we’re trying, we’re trying really hard to manage the emotions, manage the way other people are perceiving us that there isn’t even enough space for us to be really authentic or honest about what it is that we want to communicate and so are there, are there ways in which we can navigate I guess for lack of a better term, some of that just stuff that we all have to deal with? Or is it unrealistic to think that we could reach a certain depth in a, in a conflict with a co-worker versus with a partner or somebody in our personal lives?
Kristine Scott
That’s a great question. Well, first, let’s talk about emotion. So when Americans have been surveyed, how many of them can name the emotion at the time that they’re having it, only about a third of the US population can. Okay, so in other words, here’s this thing that juices us in, like gives us energy. And most of us don’t even know that’s running the show. But we’ve, we’ve done the science, and we know that our decisions are made first in the emotional center of our brain before they even move to the rational center of our brain. Right? So, so emotions are running the show, they’re unnamed, for a large part. And we have this weird gender norming that says, Men, you can display this emotion, which is called rage, or this emotion, which is called boredom. If you even call it emotion, like, that’s it. You get those two, and women, you can display all of these, but don’t go overboard, because then you’re too emotional, right? You know, and, and so what I encourage people to do is reclaim the sanctity of emotions as a driving force, as a thing that is like a little, a little warning light, like something, there’s some friction, there’s something that needs attention here, I’m feeling some emotion. Okay, let’s, let’s talk about this. And when we do that, it’s a gift to everybody in the room, because men are more emotionally repressed than we are. Yes, it makes them uncomfortable. It makes them so uncomfortable because they’ve had it beat out of them. Right? But it’s, it’s really valuable stuff. And if you can’t get to that place where you can have emotions that are open with your co-workers, and you can at least do it at home give yourself permission to name what you see going on, when you see emotions at play in the co-worker dynamics. And, you know, I had this, I had this situation where I cried at work one time, and somebody made fun of me. And, you know, my takeaway was, Wow, I got to be authentic and real. And I’m sorry that you didn’t feel safe enough to do that, you know, you’re just like, like, that’s my goal always is to bring my full self. Because that, that sense of power and sense of internalized value can’t come out if it’s not emotionally safe. It just can’t. That’s a, that’s a part of all of us that we bring into the room. And we can’t tap into that power if we have to cloak ourselves around, you know, oh, wait, wait, wait, you can’t see my soft spots, [hmm]. Yeah. And, and, you know, we’ve all been listening to Brene Brown, and how much vulnerability is an important part of trust, which is an important part of building cohesive teams that work together and work towards the same outcomes. So in other words, you don’t get results unless you get soft, unless you get vulnerable. And so those guys who are like, Oh, no, no emotions, we can’t have emotions in the room like, well, you know, sorry that you got that message. But we really need to move this forward. And there’s going to be friction, there’s going to be emotions. And just, just know that that’s simply energy that needs to be moved. And when people go through my trainings, and they’re all like, upset, like, oh, well, I’ve had somebody yell at me, it’s just like, takes an eternity for them to work it out of their system. I said yeah, it feels like an eternity. But truth is intense emotions, we can’t hold on to them for longer than 20 seconds. Because it’s very, it’s very draining. It takes a lot of stamina to be like super irate to be super scared or super sad. Right? It just, it’s fatiguing.
Kim Meninger
Do you work with teams too?
Kristine Scott
Yes. Now the majority of my clients actually hire me to train their whole team. Because the, the idea is that these folks are dealing, you know, with the public who, especially post-pandemic are super fragile, more likely to be irate and less likely to be rational. So, so we’re seeing all kinds of great behaviors right now in a lot of customer service public-facing positions.
Kim Meninger
Well, I’m encouraged by that. Because I do think that’s one of our greatest weaknesses in the workplace right now, as well as one of our greatest opportunities is how we train people to lead in more vulnerable, human-centered ways. And just I think that we have proven that trying to check our emotions at the door does not work. Right, despite our best efforts, it’s not going to happen. So really giving people the skills that again, we don’t get anywhere else. We aren’t taught those skills unless we take a course, like you offer a right or a training you offer. Many of us are just kind of blindly figuring this out. And it’s scary. And sometimes, maybe many times we get it wrong. And there’s a lot that feels at stake. So I think that’s why so many of us avoid it, rather than confront it. I guess I’m curious, you have, you have certainly made it clear that there’s a lot of work we as individuals can do and need to do. There is also a lot of just garbage in the workplace that’s not cleaned up, you know, there’s a lot of toxicity in the workplace. How do I know when it’s my work to do versus when the environment is just not right? And I need to not even make this about myself and just say, I need to get out of here?
Kristine Scott
So if you’re keeping that list of the things that kind of feel like those velcro moments, like stuff sticks to you, and you’re like, oh, that doesn’t feel good. And that happens no matter where you’re at. Right? That happens at home, that happens at the grocery store. That’s probably you. But if it’s just that one place, or just that one co-worker that you don’t feel like you can show up fully for, like you feel like you have to kind of keep that armor. That’s when, that’s when I encourage people to get really curious like what’s going on in this one situation, one coworker, one workplace that your intuition is telling you, there’s something that’s not feeling emotionally safe for me. Right? And it could be about you, it could be something from your past. It could be about the workplace, but, but just like give yourself that curiosity. Like I used to have a manager on my team who would become emotionally overwrought anytime conflict would come up. And at first, I thought, Oh, no. Okay, we need to back off. Oh, this is too, too much for her. And then I realized she was consistently getting her, her agenda needs met by using emotion to basically make, make the men on my team really uncomfortable. And once she did that they were her allies and meeting her needs. And I thought later, like, wow, that’s super smart. But I don’t like it. So, so we need to do a better job of making emotions okay even though it makes the men really uncomfortable on the team, so that it’s not this, this like weapon, you know, let’s not, let’s not let weapons emotions be weaponized. Let’s just have everybody be okay. Like, okay, so we’re gonna move through the big feelings we have about this. But let’s just name them and then move on and look at it after we’ve moved out of our emotional selves into a more rational discussion.
Kim Meninger
Hmm. Yeah. Wow, there’s so much about this conversation that’s so fascinating that I feel like I could ask you questions all afternoon. But what I want to just wrap up with is there anything that you think is important to this conversation that I haven’t asked you yet? Or final thoughts that you want to share?
Kristine Scott
One thing I want to put out for the women who are listening right now is you guys are actually better at conflict than you’ve ever been told because women have a natural ability around thinking big picture, thinking about the whole, the collective, what’s best for everybody in the room and not just for their own individual selves. I mean, that’s just a part of how our brains work a little differently than, than the male brain, right? So that we should, like not, not listen to that message that oh, you know, you’re bad at conflict because you’re not big enough, you’re not assertive enough or whatever, like, no, actually. conflict requires us to lean in and say, Well, what do you need? And that’s, that’s where we’re rockstars. And we’re also better at it because, especially for men, they’re not going to assume that we offer them threat. And when you see two men handling a conflict, you immediately see this like squaring off that happens. They don’t, men don’t need to do that in our direction because they don’t assume that we’re offering a threat to their status or their strength. Right? So, so we’re using our, our minority status to actually our benefit in the case of conflict, we can lean in and ask tough questions without this guy having to like super assert himself. I really, I really encourage women like, don’t, don’t listen to the crap about like, you can’t handle conflict, you actually have some advantages here. Just use them.
Kim Meninger
Wow, what a great place for us to wrap up. Kristine, where can people find you if they want to learn more about you and what you offer?
Kristine Scott
I am at SeattleConflictResolution.com. So that is my website. And I really encourage people to, to go and schedule a consultation with me, those are free I I love working with teams, or just helping people out as they think about ways they can invite constructive conflict into their workplaces.
Kim Meninger
Well, thank you for sharing your perspective. I think this is a much more I would say positive way of thinking about conflict and how to navigate it. So I really appreciate your bringing these insights to the show.
Kristine Scott
Thank you so much. This was fun.
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