From conflict to understanding.
A company in which sales and production were openly fighting rebuilt trust and stability. Not through personnel changes, but by understanding how different value systems can pursue the same objective from different perspectives.
Context
Cooperation was replaced by grievances, tension and accusations between sales and production.
““Instead of a bridge, we built another wall.””
What we did
- Values analysis with Humanet
We assessed the value systems in both departments. The conflict was not driven by bad intentions, but by different priorities and different views of what mattered most in each role.
- Workshop series and education
During the sessions, the team learned about different value systems and their impact on collaboration. Employees discovered that these differences did not have to divide them; they could complement one another.
- Communication cards
We introduced a tool called “How to speak to me so that I can hear you” — cards describing each employee’s communication preferences and priorities. A breakthrough was visible after the second meeting.
“I realised they were not against me. They were simply looking at the situation from another perspective. What seemed obvious to me meant something completely different to them.”
Turning point
Conversations between the departments became factual rather than personal.
- Tensions eased — teams began discussing solutions instead of blaming one another.
- Conversations with the CEO became more balanced and substantive.
- Employees began opening up — requesting individual consultations and reflecting on their own working styles.
- Defensiveness declined — people began understanding how their experiences shaped the way they worked.
“It is no longer a battle like it used to be. We talk and solve problems together — for the benefit of the company and the customer.”
Results
“It is no longer a battle like it used to be. We talk and solve problems together.” — sales team member
Lessons for boards and leaders
- Conflicts are rarely caused by bad intentions — they often arise from differences in values and in how priorities are understood.
- Education and communication tools can be more effective than personnel changes.
- A culture of openness begins with understanding rather than judgement.
- People generally want to develop; they need a safe space in which to talk honestly.
Stop a conflict before it becomes a war
Understanding differences in values is one of the most effective ways to restore cooperation and trust.