As for the rest of the workforce, CHROs have vital work to do here, too. Geopolitical tensions may exacerbate differences and surface fault lines along national, political, or religious boundaries. Nationalistic loyalties or political differences may come to the fore and divide the workforce. US staff, say, may find themselves in difficult conversations with colleagues concerned about tariffs, policies, and public pronouncements. Hostility between Ukrainian and Russian colleagues, for example, would be understandable. “Tribal belonging” may prove stronger than individual decision-making.
Many CHROs, however, will recognize the unpredictability here. Counter-intuitive though it may feel, colleagues who know each other well often continue to work together productively and happily, independently of the conflicts raging outside the work environment. Their shared experiences and collegiate bonds are often more important than political disputes or even outright conflicts. Russian and Ukrainian students in IMD classes, for example, have often put aside the differences that divide their countries.
The challenge, then, is to take a nuanced and sensitive approach. CHROs will want to put shared values and experiences at the center of communications – and to call out those who reject these. But every situation is different.
Moreover, relationships are fluid. Even close colleagues may become more nationalistic over time, with shared bonds becoming increasingly fragile. CHROs need to be ready for the emergence of these tribal divisions by creating a culture in which conflict and disagreement are used productively.
Thoughtful leaders will spot the potential for disharmony and intervene early on. This must be done sensitively but also decisively. Ignoring such differences would be unwise. Leaders should actively encourage staff to leave national allegiances and political affiliations at the door when they enter the workplace and to find motivation in the collective goals and ambitions of the organization.
Vigorous discussion between colleagues is fine during downtime but the work environment should be focused on professional productivity. Some organizations are seeking actively to facilitate this positive binary mindset by offering “conflict rooms,” which provide moderated forums in which staff can express discontentment, share their views, and thereby reach a greater understanding of one another’s position. This can help depolarize the workplace by breaking down social and ideological differences and creating one united work tribe.