Abstract
Conflict is an intrinsic part of human experience. This article explores the distinction between cognitive disagreement and the emotional experience of conflict. It discusses the sensitivity of physicians to the perception of shame and the impact that shame can have on conflict behaviour. It offers a framework for conversations to navigate conflict and a number of simple strategies physician leaders may employ to work through conflict themselves and within their teams. Although some conflicts require the help of a skilled specialist, most can be facilitated with thoughtful and courageous leadership.
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