The manager often experiences his most uncomfortable moments when he has to deal with differences among people. Because of these differences, he must often face disagreements, arguments, and even open conflict. To add to his discomfort, he frequently finds himself torn by two opposing desires. On the one hand, he wants to unleash the individuality of his subordinates in order to tap their full potential and to achieve novel and creative approaches to problems. On the other hand, he is eager to develop a harmonious, smooth-working team to carry out his organization’s objectives. The manager’s lot is further troubled by the fact that when differences do occur, strong feelings are frequently aroused, objectivity flies out the window, egos are threatened, and personal relationships are placed in jeopardy.
A version of this article appeared in the November 1960 issue of Harvard Business Review.