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In a world full of friction, the new leadership is about conflict intelligence
We live in what is increasingly described as an era of permacrisis. Polarization, geopolitical tensions, societal pressures, internal organizational conflicts and moral dilemmas are accumulating. For leaders in organizations, governments and international contexts, conflict is no longer an incident, but a structural reality.
Yet in my work as a mediator and trainer, I still often see the same reflexive pattern: conflict is viewed as something that must be controlled, reduced or avoided. As if it were a disruption in an otherwise rational system. Research shows that this assumption is incorrect.
By Felix Merks, Result ADR
21-7-2026
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In recent months, I have immersed myself in the work of Peter T. Coleman, professor at Columbia University and director of the Morton Deutsch International Center for Cooperation and Conflict Resolution. His recent article Conflict-Intelligent Leadership: Rescuing a World on Fire is, in my view, essential reading for anyone who carries responsibility in today’s complex and polarized environments.
Conflict is not a disruption — it is the system
Coleman starts from an uncomfortable yet liberating idea: conflict is not a deviation from collaboration, it is an inherent part of it. In organizations, teams and societies, interests, values, identities and power positions constantly collide. The question is therefore not whether leaders will encounter conflict, but how they deal with it. Attempts to suppress or simplify conflict will not lead to peace. Quite the opposite: they often make conflicts invisible, more toxic and ultimately more explosive.
From emotional intelligence to conflict intelligence
Where emotional intelligence primarily focuses on self-awareness and empathy, Coleman introduces the broader concept of conflict intelligence (CIQ): the ability to act effectively and constructively in conflict situations that are complex, dynamic and emotionally charged.
Conflict intelligence consists of:
the ability to adapt your approach to the type of conflict,
emotional regulation under pressure,
systems awareness (power, history, culture),
maintaining an optimal level of tension (not too little, not too much),
and recognizing resistance to change — both within yourself and within the system.
What is important to remember is that CIQ is not a personality trait, but a developable capacity. Everyone can therefore develop this ability. It is not limited to a select group of people.
Leadership under the microscope
Coleman then takes a crucial step: he translates conflict intelligence into conflict-intelligent leadership. Leaders do not operate in a vacuum. They act under public and organizational pressure, with media attention and within systems of formal and informal power structures.
Conflict-intelligent leadership therefore means that you can not only regulate yourself, but also read conflict dynamics at multiple levels, create safety without avoiding tension, and use conflict as a source of learning and innovation.
The RESCUE framework: a practical compass
What makes this article particularly strong is that it does not remain at the level of abstract theory. Coleman introduces the RESCUE framework: a six-phase model for leaders confronted with “conflict fire”.
In broad terms, it involves:
Radical Clarity: self-awareness and early detection,
Effective Communication: transparency and genuine dialogue,
Strategic Adaptivity: flexibility and scenario thinking,
Conflict-Safe Environments: psychological safety for disagreement,
Unified Institutional Learning: embedding lessons in structures and policies,
Enduring Resilience: using conflict for sustainable growth.
The central metaphor is powerful:
Conflict is like fire. It can destroy everything or, when properly managed, create space for renewal.
Why this is so relevant for organizations and leaders today
In my own practice, I see every day that entrenched conflicts rarely concern “the content alone”. They are about a lack of psychological safety, unclear decision-making processes, unspoken tensions, or leaders who want to calm things down too quickly or, on the contrary, try to impose control too strongly.
The RESCUE model aligns closely with what we have seen at Result ADR for years: sustainable solutions only emerge when conflict is taken seriously — not as a problem, but as a source of information.
From firefighting to structural conflict competence
What personally appeals to me most is Coleman’s argument for embedding conflict intelligence institutionally. Not dependent on one “strong leader” or mediator, but integrated into: leadership development, HR policy, governance structures and the daily way of working together. This is the shift from reactive conflict management to conflict competence.
Further reading
For those who want to explore this topic further: on the Result ADR website, I have had an extensive summary of Coleman’s article developed, including the complete RESCUE framework and the implications for leadership, mediation and organizational development.
In conclusion
We do not live in a time without conflict, we live in a time that demands better conflict management.
Conflict-intelligent leadership is not a soft skill, but a core competency.
The question is not whether it is challenging to truly engage with conflict.
The question is whether we can afford not to.
Read the summary of the research here:
https://resultadr.nl/kennisbank/conflict-intelligent-leadership-rescuing-a-world-on-fire
Turn your conflict into an opportunity
Result ADR has the tools and expertise to help guide conflicts towards a constructive resolution. We would be happy to meet with you, either in person or online. Give us a call or leave your details, and we will contact you as soon as possible.