An Expert on Conflict Says Your Relationships Are Doomed Without It
Episode
42 min
Read time
2 min
Topics
Productivity, Health & Wellness, Relationships
AI-Generated Summary
Key Takeaways
- ✓Unhealthy Peace vs. Healthy Heat: Most groups oscillate between two dysfunctional extremes — conflict avoidance (pretending problems don't exist) and escalation/domination. Parker identifies a third state called "healthy heat," which sits between these poles and is the actual foundation of all long-term, functioning relationships and communities. Deliberately cultivating this middle state is the goal.
- ✓Low-Stakes Practice Builds High-Stakes Skill: Teams can build conflict competency through structured "hot takes" sessions — debating trivial topics like pineapple on pizza before tackling real decisions. A tech company used 17 minutes of low-stakes debate to normalize disagreement, then successfully engaged a major strategic crossroads the following day using the same social muscle.
- ✓Existential vs. Loud Conflicts: The most threatening conflicts are not the loudest ones. Parker distinguishes "existential" conflicts — those touching a group's core identity — from material disputes like union negotiations. A 150-year-old San Francisco swim club's wetsuit debate threatened its survival far more than any salary dispute, because it challenged what the group fundamentally stood for.
- ✓Scheduled Conflict for Mismatched Partners: When one person in a relationship seeks conflict and the other avoids it, scheduling a weekly or monthly designated time to raise grievances resolves the mismatch. The conflict-averse partner can defer issues with "save it for Tuesday," while the conflict-seeking partner gains assurance the conversation will actually happen, reducing ambient tension.
- ✓Strategic Conflict Avoidance Is Not the Same as Suppression: When two people have repeated the same political or values-based argument without resolution and still want to maintain the relationship, deliberately sidestepping that specific topic — while actively strengthening warmth in other areas — is a legitimate strategy. Theologian Joyce Ann Mercer calls this "strategic conflict avoidance," distinct from denial.
What It Covers
Conflict resolution facilitator Priya Parker, author of the forthcoming book *The Art of Fighting* (September 8), argues that most relationships and organizations fail not from too much conflict but from too little, and outlines concrete frameworks for engaging in productive disagreement at work, home, and across political divides.
Key Questions Answered
- •Unhealthy Peace vs. Healthy Heat: Most groups oscillate between two dysfunctional extremes — conflict avoidance (pretending problems don't exist) and escalation/domination. Parker identifies a third state called "healthy heat," which sits between these poles and is the actual foundation of all long-term, functioning relationships and communities. Deliberately cultivating this middle state is the goal.
- •Low-Stakes Practice Builds High-Stakes Skill: Teams can build conflict competency through structured "hot takes" sessions — debating trivial topics like pineapple on pizza before tackling real decisions. A tech company used 17 minutes of low-stakes debate to normalize disagreement, then successfully engaged a major strategic crossroads the following day using the same social muscle.
- •Existential vs. Loud Conflicts: The most threatening conflicts are not the loudest ones. Parker distinguishes "existential" conflicts — those touching a group's core identity — from material disputes like union negotiations. A 150-year-old San Francisco swim club's wetsuit debate threatened its survival far more than any salary dispute, because it challenged what the group fundamentally stood for.
- •Scheduled Conflict for Mismatched Partners: When one person in a relationship seeks conflict and the other avoids it, scheduling a weekly or monthly designated time to raise grievances resolves the mismatch. The conflict-averse partner can defer issues with "save it for Tuesday," while the conflict-seeking partner gains assurance the conversation will actually happen, reducing ambient tension.
- •Strategic Conflict Avoidance Is Not the Same as Suppression: When two people have repeated the same political or values-based argument without resolution and still want to maintain the relationship, deliberately sidestepping that specific topic — while actively strengthening warmth in other areas — is a legitimate strategy. Theologian Joyce Ann Mercer calls this "strategic conflict avoidance," distinct from denial.
Notable Moment
Parker describes attending a eulogy where a minister praised a 50-year marriage by noting the couple never once fought — and her stepmother leaned over and said that was not a compliment. The moment crystallized how deeply many communities equate conflict with moral failure rather than relational investment.
Episode Transcript
This message is brought to you by Apple Card, shave ice by the beach, a trip to the state fair, and a throwback flick at the local drive in. They're more than just items to check off the summer bucket list. They're also opportunities to earn 2% daily cash back when you use your Apple Card with Apple Pay. Apply for Apple Card now and use in minutes with Apple Pay. Subject to credit approval, Apple Card is issued by Goldman Sachs Bank USA, Salt Lake City branch. Terms and more at applecard.com. I'm David Marchese. And today, I'm interviewing conflict resolution facilitator and author Priya Parker. For many of us, myself included, conflict, be it at work or at home or in society, feels like something to avoid. It's combustible, irresolvable, or just plain uncomfortable. But in her new book, The Art of Fighting, Parker argues that we should fight more and learn how to do it well. Parker, who also wrote the best selling twenty eighteen book, The Art of Gathering, is drawing on her work mediating conflict on college campuses, at Fortune 500 companies, in cultural institutions, and within families. So how and when should we fight? Here's my conversation with Priya Parker. But first, a quick message. If you're not a subscriber, we have some news for you. You can now explore the Times for free without paywalls during your first month in The New York Times app. Just download the app, and we hope you enjoy it. Okay. On to the interview. Pria, Priya, thank you for being here. I'm very excited to talk with you about conflict. Thank you for having me. So your previous book, The Art of Gathering, which I think was published in 2018. Yep. So it's been a little while, but that was all about, like, healthy and productive group activity. And, of course, the new book is about conflict, and it's hard not to wonder if that suggests something grim about the trajectory of the world since then. So so why did you feel compelled to write the new book? I am deeply interested in human connection. And the art of gathering is about human connection. And the art of fighting is about human connection. And I decided to write this book in part because as a conflict resolution facilitator, I saw that that in so many of the organizations that I work in and so many of the families I work with and so many of the friend groups that I am a part of or see, they're often actually falling apart because they're afraid to fight. And so much of what I find is that organizations and friend groups, basically, when conflict arises, oscillate between either unhealthy peace Yeah. Conflict aversion, avoidance, people believe pretend everything's fine, and unhealthy conflict, right, which is either escalation or domination or abuse. And so I wrote the art of fighting to basically say, look, this is a deeply, deeply important …
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by Priya Parker
“Conflict resolution facilitator Priya Parker, author of the forthcoming book *The Art of Fighting* (September 8), argues that most relationships and organizations fail not from too much conflict but from too little”
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