People are more likely than ever to share their opinions, personal views, and fundamental beliefs with colleagues. Whether in casual conversations, team meetings, or even public social media posts, employees are expressing more of who they are and what they stand for.
At the same time, companies are making bold business decisions that may not always align with the values of the individuals who work for them. From social justice stances to global compliance decisions, organizations are stepping into areas that can touch on people’s deeply held beliefs and values.
So, what happens when these values collide? How do we navigate these moments as leaders, colleagues, and teammates? How can we handle this tension with empathy, humility, and courage?
What’s Causing the Increase in Values-Based Conflict?
Over the past few years at GP Strategies, we’ve seen a noticeable rise in the number of organizations requesting help with issues like managing workplace conflict, navigating difficult conversations, and upholding respect and integrity. If you dig a little deeper, it’s clear that many of these conflicts aren’t just about behavior or communication styles. They’re about people’s core values.
We’re being asked to facilitate more conversations that touch on identity, politics, religion, and human rights—topics that for decades were seen as “off-limits” in professional settings. But the world has changed. Movements like #MeToo, Black Lives Matter, and the ongoing push for LGBTQ+ rights have raised awareness and inspired discussions in society at large, including the workplace.
Social media has played a significant role in this shift. It has made it easier for people to share their views publicly, but it’s also made it easier for those views to feel personal, provocative, or even offensive to others. When someone expresses an opinion that jars with a colleague’s lived experience or core values, it can lead to discomfort and division.
This kind of friction isn’t inherently bad. It can be a source of growth. But it’s also complex. To navigate it well, we need to understand where and how these collisions are showing up.
The 3 Places Values Collide at Work
1. Between Individuals
These are the one-on-one or team-level tensions that arise when people bring different perspectives, backgrounds, and beliefs to the table. A conversation that feels casual or harmless to one person might strike another as deeply offensive or invalidating, especially when it touches on human rights or someone’s identity.
Think of the political debates happening all over the world. These aren’t just policy conversations; they go to the heart of who people are. When those conversations enter the workplace, they’re rarely neutral. They’re personal, emotional, and often tied to a person’s core sense of right and wrong.
These kinds of value-based collisions can damage team cohesion if left unaddressed, and most employees and leaders aren’t equipped to handle them. Not through any fault of their own, but simply because this is new terrain. Conflict at work isn’t new, but conflict about fundamental identity and beliefs? That’s a different level of complexity.
2. Between Individuals and the Organization
In many cases, the tension isn’t between two people; it’s between an employee and their employer. As organizations adopt and publicize ethical values—on topics like sustainability, diversity, or supplier conduct—they open themselves up to scrutiny from their own workforce.
Employees may question whether they want to stay with (or even join) a company based on its values. They’re asking questions like:
- Does this company partner with ethical organizations?
- Does it treat people fairly?
- Does its leadership reflect the values it claims to uphold?
Sometimes, value-based conflict arises when a company changes its policy or public stance, making an employee suddenly feel out of alignment. For example, some U.S.-based employees have voiced concern over being labeled a “diversity hire” as the political climate has shifted. Others have spoken out against decisions that make them feel vulnerable or excluded due to their identity, ability, or beliefs.
When someone feels that their organization no longer reflects their values (or realizes they perhaps never did), it creates emotional dissonance that can impact performance, engagement, and retention.
3. Between Global Company Values and Local Realities
For multinational organizations, there’s a third layer of complexity. A company may have a global commitment to inclusivity, collaboration, or anti-trafficking ethics. But what happens when local laws or cultural norms conflict with those values?
Imagine an organization that champions LGBTQ+ inclusion globally but operates in countries where such identities are criminalized. Or a company committed to sustainability that partners with suppliers in regions where environmental protections are lax or ignored.
These contradictions are challenging to manage and often require companies to make difficult choices about how to uphold their values while operating responsibly and legally in different regions. For employees, especially those affected by these policies, the conflict can feel personal and painful.
How Leaders (and Teams) Can Respond
Let’s be clear: conflict is not inherently bad. In fact, it’s often a sign that people care deeply about the issues at hand. Conflict can be very productive, especially when handled in the right way. That takes skill.
As one of my colleagues has put it, “Creating an inclusive workplace isn’t about sitting around a campfire and singing songs. It’s about learning to disagree well.”
That means:
- Shifting your mindset to see conflicts as different perspectives, not battles to win.
- Focusing on the needs and values of people rather than on who is right and who is wrong.
- Keeping emotions in check and engaging with curiosity, not defensiveness.
- Assuming good intent in people who disagree with you.
We can’t have productive conversations until we fully understand the other person’s perspective. That means asking questions, listening intently, and resisting the urge to go on the defensive. As Dr. Michael Svigel, professor of Systematic Theology at Dallas Theological Seminary, once said, “Avoiding disagreement can often rob people of the opportunity for growth and grace.”
When we suppress these conversations, we deny each other the chance to grow, reflect, and better understand one another.
Disagreeing Well: Making Values-Based Conflict Productive
Value-based conversations can be emotionally charged. They can trigger defensiveness and make people feel unsafe. That’s why mindset is so important.
If you enter the conversation thinking of it as a battle to win, you’ve already lost. But if you approach it as an opportunity to understand, the tone shifts, the emotional heat lowers, and the conversation becomes more rational and productive.
We can begin to:
- Identify shared values and common ground.
- Distinguish which values are non-negotiable and which are less central.
- Find a path forward—even if we don’t entirely agree.
Leaders, in particular, should be realistic. You won’t resolve every conflict. You won’t change every mind. But you can create an environment where disagreement is safe, respectful, and constructive. Because ultimately, it’s not about fixing people—it’s about helping them (and yourself) grow.
To learn more about handling values-based conflict in the workplace, check out our recent podcast, Aligning Personal Values with Professional Responsibilities, or get in touch with one of our leadership and inclusion experts.
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