How to Navigate Differing Opinions at Work With Integrity and Care

We all say we value inclusion—until the moment it gets uncomfortable.

You’re in a meeting. Conversation is engaging. Someone makes a comment or shares an opinion—maybe it's about a hiring decision, a cultural initiative, or the way someone communicates that lands… wrong.

Not overtly hostile, or aggressive or necessarily malicious but off. Dismissive. Exclusionary. Maybe even rooted in unconscious bias.

As a leader, you’re faced with a decision in real time: Do you address it? If so, how? Make a mental note to follow up later? What if the person speaking is a high performer, well-liked, or in a position of power?

Inclusion isn't just about policies. It's about moments. And how we show up in those moments matters more than we think.

And here’s the truth: what we tolerate tells the truth of what we value.

Why These Conversations Matter

Research consistently shows that inclusive workplaces perform better.

There’s a common misconception in workplaces that “different opinions” are inherently valuable—and they often are. But when someone’s opinion undermines psychological safety or calls someone’s identity into question, it’s not just “diversity of thought.” It’s a crack in your culture.

A 2022 Harvard Business Review article on inclusive leadership notes that teams led by inclusive leaders are 17% more likely to report high performance, 20% more likely to say they make high-quality decisions, and 29% more likely to report behaving collaboratively. But none of this is possible if people feel they need to hide parts of themselves to stay safe.

The research from Harvard Business Review is consistent with a 2020 McKinsey report, that reflects companies in the top quarter for ethnic and cultural diversity on executive teams were 36% more likely to outperform their peers on profitability. Diverse teams are more innovative, engaged, and resilient.

But diversity without inclusion is decoration.

Inclusive leadership isn’t about avoiding conflict. It’s about navigating it with intention.

What keeps teams inclusive is the everyday behaviour—especially how we respond when someone voices an opinion that contradicts shared values.

Psychological safety, as defined by Harvard researcher Amy Edmondson, is “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.” It’s the number one predictor of high-performing teams. And here’s the key: it doesn’t just mean making people feel comfortable. It means creating a space where values and boundaries are clear, and where discomfort is used in service of growth—not silence.

How to Navigate These Situations as a Leader

Here’s how you can navigate these moments with clarity, courage, and compassion:

1. Ground Yourself in the “Why”

Reacting from a place of reactivity rarely helps. Take a deep breath. Ask yourself: What’s my role here? What value am I protecting?

Leadership is less about being right and more about being responsible.

Your responsibility isn’t to be the most agreeable person in the room—it’s to protect the values your team has committed to. Pause. Breathe. Reflect on this:

“What am I upholding here—my comfort or my culture?”

This internal check helps you act from your principles rather than your emotions. In high-stakes moments, our nervous systems can push us toward silence, avoidance, or overreaction. Grounding in your “why” helps you lead from your values.

2. Start With Curiosity, Not Correction

Many comments that feel off come from unconscious bias rather than intentional harm. When appropriate, start with:

“Can you say more about that?”“What led you to that perspective?”

This approach aligns with the research on motivational interviewing research, which suggests people are more likely to explore and shift beliefs when asked open-ended questions.

It also gives you space to assess: is this a misunderstanding, a teachable moment, or a deeper issue?

3. Name the Impact, Not the Intent

Intent doesn’t always equal impact. Someone might not mean to exclude—but the result can still be harmful. Use language like:

“I hear that this may not have been your intent. And, at the same time, here’s how it might feel for someone hearing it…”

This subtle but powerful shift, studied by inclusive communication experts, allows room for accountability and relationship preservation.

4. Reinforce the Shared Commitment

Culture is shaped by what we allow. And boundaries don’t need to be aggressive to be effective. Your team can hold different perspectives. But when a comment compromises psychological safety, that’s not “just a difference of opinion”—it’s a misalignment with culture. Try:

“Let’s pause for a second. We’re committed to creating a culture where everyone feels respected and valued. I want to make sure our conversation stays aligned with that.”

Framing it around a shared goal reduces the chance of polarization.

This clear, calm language sends a strong signal: inclusion isn’t up for debate.

And remember: boundaries aren't about pushing people away. They're about inviting people in—into a space where values are honoured, and where people can grow.

5. Follow Up One-on-One When Needed

Public correction is sometimes necessary, but personal follow-up allows for deeper dialogue. Use this space to explore, educate, and clarify expectations—without shame.

You might say:

“Thanks for taking a few minutes to chat. I wanted to revisit something from our meeting. It may not have been your intent, but here’s how your comment might have landed. I know you care about this team, so I thought it was important to flag it.”

The goal isn’t perfection. It’s progress with integrity.

Why It’s Worth the Discomfort

Leadership isn’t always comfortable. But avoiding discomfort isn’t the job—modeling accountability is. Every time you step into these moments with clarity and care, you send a powerful signal:

“This is a place where we take inclusion seriously. Where we care enough to be honest. Where belonging isn’t negotiable.”

When we don't address it, leaders can indirectly create something else: silence. Unease. A slow erosion of trust.

When a leader chooses to speak up—with curiosity, care, and clarity—individuals can have a transformative conversation about assumptions, inclusion, and the kind of culture they wanted to create together. That’s leadership.

Final Thought: Culture Lives in the Moment

The strongest cultures aren’t built in strategic planning sessions. They’re built in real-time interactions—what you say, what you don’t say, and how you respond when values are on the line. Because when it comes to culture, the truth is this:

“The culture of an organization is shaped by the worst behavior it is willing to tolerate.”

I first heard that line at an HR conference years before I ever focused on leadership or toxic workplace dynamics—but it stuck with me. And now, I see it play out every day. We don’t create culture through slogans or mission statements. We create it in the moments we choose to speak up—or stay silent, and when it comes to inclusion, the small moments aren’t small at all.

They’re everything.

Additional Approaches Backed by Research

Here are a few additional resources that can be easily implemented and sustained in the workplace.

• The “LEAD” Framework (Psychological Safety Project, 2021):

  • Listen actively

  • Empathize with the impact

  • Acknowledge the misalignment

  • Direct the path forward with clarity

    
    

• “Speak Up Culture” by Stephen Shedletzky emphasizes that workplaces where people feel safe to challenge behavior in the moment (and be challenged themselves) have more resilient cultures—and more ethical decision-making.

  
  

• The Centre for Creative Leadership (CCL) found that cultural intelligence, empathy, and inclusive communication are the top three traits linked to high-functioning, diverse teams. All of them are strengthened by practicing this kind of courageous conversation.

Sources cited in writing this blog post:

• Edmondson, A. (2019). The Fearless Organization

• McKinsey & Company. (2020). Diversity Wins: How Inclusion Matters

• Centre for Creative Leadership. (2021). Six Signature Traits of Inclusive Leadership

• Shedletzky, S. (2023). Speak-Up Culture

• Harvard Business Review (2022). Why Inclusive Leaders Are Good for Organizations, and How to Become One