All in all, more than a hundred studies have examined conflict types in over eight thousand teams. A meta-analysis of those studies showed that relationship conflict is generally bad for performance, but some task conflict can be beneficial: it’s been linked to higher creativity and smarter choices.

The absence of conflict is not harmony, it’s apathy.

Relationship conflict is destructive in part because it stands in way of rethinking. When a clash gets personal and emotional, we become self-tighteous preachers of our own views, spiteful prosecurtors of the other side, or single-minded politicians who dismiss opinions that don’t come from our side. Task conflict can be constructive when it brings diversity of thought, preventing us from getting trapped in overconfidence cycles. It can help up stay humble, surface doubts, and make us curious about what we might be missing. That can lead us to think again, moving us closer to the truth without damaging our relationships.

完全追求没有矛盾，不是和谐，而是冷漠。它说明不不关心问题，不关心问题中的其他相关方。这其实是在日常工作中挺常见的，往往一个会议如果有超过10个人参加，往往参与度，讨论度都会集中在个别一些人上，其他人会因为各种原因tune out，甚至开始做自己的事。所以我觉得会议的目的是选择参与者的标准，如果一个会议是为了讨论问题，首先要考虑会议是否有必要开(比如是否可以再文档上先协作，再决定是否有必要实时地交流)，会议参与者也是只需要邀请会深度贡献在问题某一个(或几个)方面的人，邀请更多地反而会稀释讨论的深度; 如果会议是其他目的，比如汇报工作，或者传达消息，那自然有另外的流程与要求。

对事的矛盾可以演化为事物前进的动力，对人的矛盾往往涉及到情感的攻击而偏离矛盾的本身。团队的领导需要很明确这一点，尤其是对比较年轻不太有经验的成员，或是明显感觉到对人有攻击性的成员，需要单独说明对事不对人的原因，自己的标准。在刚工作的前两年，自己在这方面也做的不好，有时候会觉得为啥一个人那么讨厌，其实对方可能针对我完成的代码或是设计，而不是对我本人有意见。