Why I love arguments in the office

Conflict at work doesn't have to be a bad thing. Mawave CEO Jason Modemann explains why conflict strengthens teams, increases satisfaction, and shapes corporate culture.

Jason Modemann is the founder and managing director of the social media agency Mawave Marketing. At 27, he manages 150 employees. Mawave's clients include Red Bull, Nike, and Lidl.

I admit: I like arguing. It sounds strange at first, since most people have a rather strained relationship with conflict. They avoid it whenever possible. They'd rather not address things, just so as not to jeopardize the harmony.

I, on the other hand, often dive right in. Not because I'm a fan of confrontation, but because I'm convinced that without conflict, there's no development—neither for me, nor for the team, nor for the company.

It's completely normal for arguments to arise at work. We all spend a tremendous amount of time together, and in doing so, we encounter a wide variety of personalities, opinions, and needs.

At our agency, it's rarely the big strategic questions that lead to discussions. We usually discuss them very rationally and in a structured manner in the leadership team. The friction tends to arise in everyday life: Someone seems insensitive in a meeting, a comment comes across as more provocative than intended, or something is left unsaid.

That's where things get tense, in my opinion, because emotions often resonate, or things are taken personally. If you don't address such issues, they dig in. And that's toxic for any team.

That's why I've made it a habit to address conflicts early on. Often, a sentence like, "Hey, is there still something going on between us? Is there anything we should clarify?" is enough. Just by proactively asking, I create a setting in which my counterpart becomes open and feels confident enough to talk things through, even bringing up sensitive issues.

When something hangs unspoken in the air, roles, responsibilities, or misunderstandings become apparent. In the best case scenario, after the discussion, a much clearer structure emerges, and everyone has a better understanding of where they stand.

Nothing is more frustrating than when problems are swept under the rug. But when they are addressed openly, employees feel respected and taken seriously. This strengthens the team spirit.

Companies that view conflict as an opportunity rather than a disruption create a culture where people feel confident speaking openly. Teams that tolerate friction and learn to communicate honestly and directly with each other become more resilient and develop stronger mutual trust.

My lesson: Conflicts are not a sign of weakness or dysfunction. Quite the opposite. They are a natural part of any collaboration and the foundation for true development. You just have to address them, endure them, and use them constructively. Or to put it another way: It's better to have an honest argument once than to suffer in silence forever.