People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary — Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
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People who don’t like conflict have an amazing ability to avoid it, even when they know it’s theoretically necessary

— Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
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conflict conflict management

More “Conflict” Quotes

The U.S. cannot force Sunnis, Shias, and Kurds to make peace or to act for the common good. They have been in conflict f — Peter DeFazio
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