Turn conflict into progress by mining hidden disagreements

In a midsized marketing firm, the product team had stalled over a new app feature. Meetings were cordial but circular. No one raised the real objections, so executives deployed a “miner of conflict.” The project lead paused the agenda and said, “Let’s be honest: what scares us about this feature?” The room pinged with startled looks but then a flood of concerns followed—data privacy, user training, platform stability.

Next, the director asked the most hesitant skeptic to mount the strongest argument against the proposal, setting a ten-minute timer. The skeptic laid out a precise list of risks, each rooted in real user feedback. With those objections on the table, the team refocused on mitigation, rather than avoidance.

By the end of that session, the group had a refined plan—and a renewed sense of trust. They’d surfaced hidden friction and turned it into constructive debate. The feature launched smoothly weeks later, and early adopters praised its robustness.

Studies in group decision-making show that teams that address adversity head-on develop stronger buy-in and create more resilient plans.

When your next strategy session stalls, press pause and openly ask what’s being left unsaid. Invite someone to argue the opposite position and set a strict ten-minute window for them to lay out every possible risk. After that, recast those risks as concrete steps to address. You’ll be amazed how quickly the group rallies with a stronger solution once the hidden tension is on the table. Give it a shot in your next team huddle.