Why We Fight – Understanding the Roots of Conflict: Why We Fight and How to Stop It
The Workplace Problem: Why Do Some Conflicts Spiral While Others Get Resolved?
In every workplace, disagreements happen. But sometimes, those disagreements turn into deep, personal conflicts that seem impossible to resolve.
HR professionals and leaders struggle to de-escalate workplace tensions, often focusing on immediate solutions rather than the underlying causes of conflict.
So why do people fight, and why do some conflicts become personal, emotional, and destructive?
What This Book is About
In Why We Fight, Christopher Blattman, a political economist and conflict researcher, explores the science of conflict—why it happens, how it escalates, and what we can do to stop it.
Drawing from global conflicts, psychology, and game theory, Blattman uncovers the predictable patterns behind fights—whether between nations, organizations, or individuals—and how those patterns apply to workplace disputes.
Key Takeaways for HR and Workplace Leaders
Most Conflicts Don’t Have to Happen – Conflict is usually a result of misperception, poor communication, and bad incentives, rather than genuine differences in goals.
There Are Five Main Reasons People Fight:
Misperceptions – People misread others' intentions and assume hostility where none exists.
Uncertainty – Fear of what others might do leads to preemptive aggression.
Commitment Problems – People resist compromise because they fear the other side won’t follow through.
Indivisibility – When something is seen as non-negotiable, conflict escalates.
Leadership Incentives – Some leaders gain power by fueling conflict, whether in politics or the workplace.
Avoiding Conflict Often Makes It Worse – When leaders and teams ignore small tensions, they tend to resurface later as bigger, harder-to-resolve disputes.
The "Commitment Problem" Explains Why People Refuse to Compromise – Employees and managers resist deals not because they’re bad, but because they don’t trust the other side to uphold them.
Reframing Conflict as a Shared Problem Changes Everything – When people view conflict as something to solve together, rather than a win-lose situation, they approach it differently.
Workplace Tools and Models from the Book
The "Mutual Gain" Conflict Resolution Strategy – Instead of making demands, find solutions where both sides win.
The "Bias Check" Method – Helping employees recognize when their assumptions about a conflict may be inaccurate.
The "De-Escalation Playbook" – A step-by-step guide to calming workplace tensions before they spiral.
The "Commitment Strategy" – How to ensure that workplace agreements stick and don’t fall apart due to mistrust.
Why This Matters for HR and Workplace Leaders
HR professionals and managers deal with conflicts daily, whether between employees, teams, or leadership. Why We Fight provides strategies to:
✔ Understand why some conflicts escalate while others are resolved.
✔ Identify and address misperceptions before they cause unnecessary disputes.
✔ Coach leaders on de-escalation techniques.
✔ Turn workplace conflict from a liability into an opportunity for growth.
How This Connects to Workplace Assessments and Restorations
Many workplace assessments uncover longstanding conflicts rooted in misperceptions and fear, such as:
Employees assuming bad intentions from leadership or colleagues.
A history of unresolved conflicts leading to distrust and disengagement.
Teams struggling to work together due to past tensions.
By applying Why We Fight principles, HR leaders can help organizations shift from workplace feuds to constructive, trust-building conversations.
How Can You Apply This?
➡️ Are workplace conflicts escalating due to misunderstandings and mistrust?
➡️ Do employees and leaders see conflict as a battle rather than a shared problem?
Understanding why we fight helps us learn how to stop, de-escalate, and prevent unnecessary conflicts in the future.
Where to Buy
Interested in reading Why We Fight? You can purchase it here:
📚 Amazon
📚 Christopher Blattman’s Official Site
