How to Disagree Like a Leader: Navigating Workplace Conflicts with Harvard’s HEAR Framework

We’ve all been there: a workplace disagreement that turns into a heated debate, leaving the room filled with frustration and unresolved tension. These conflicts can be draining and counterproductive. The best leaders, however, know how to disagree effectively. Enter Harvard’s HEAR framework, a key to unlocking productive disagreements that can lead to growth and innovation. <ol> <li>Hedging Your Claims (H)</li> </ol> Hedging involves using language that leaves room for other possibilities, recognizing that statements may not be universally true. Well-Executed: “Perhaps our marketing approach could be adjusted in some areas to reach a broader audience.” Poorly-Executed: “Our marketing approach is completely wrong, and we need to change everything.” Common Mistake: Overgeneralizing without leaving room for nuance or exceptions. 2. Emphasizing Agreement (E) This involves identifying and stressing the areas where you and your counterpart agree, building a bridge to foster cooperation. Well-Executed: “I agree with your concerns about budget constraints, and I believe we can find a balanced solution.” Poorly-Executed: “The budget isn’t my problem, so let’s just move on.” Common Mistake: Overlooking areas of agreement and jumping directly to the points of contention. <a href="https://medium.com/@LiatBenZur/how-to-disagree-like-a-leader-navigating-workplace-conflicts-with-harvards-hear-framework-801892a29795">Learn More</a>