Time and again we hear phrases like ‘learning how to fail’ or ‘finding the right kind of wrong’, along with growing discussions on the value of failure. Yet, in the planning system, we often avoid conflict, preventing designs from being fully challenged. Even when we welcome critique, we sometimes respond defensively, missing valuable opportunities for constructive debate and better design outcomes.

Why is conflict important?
Adam Grant (Think Again, 2021) defines task conflict as a disagreement focused on content and goals, not personal matters. In design, this disagreement sparks debate that identifies key issues and stimulates creative problem-solving. It disrupts ‘business as usual’ thinking, fostering innovation and site-specific solutions. Moreover, it ensures all stakeholders feel ownership over the final product (that is, when their input is meaningfully integrated).

How do we get there?
Projects often rely on pre-application meetings, design review panels, and public consultations to test proposals. These formal steps are crucial for gathering stakeholder feedback, exposing blind spots, and refining ideas within a structured process. However, they tend to come too late to allow for significant changes, often adding costs and delays. By introducing conflict earlier, teams can tackle issues head-on, spark fresh thinking, and keep the project moving smoothly from the start.

While no ‘one size fits all’ approach works for every project, integrating disagreement at various stages of the design process is essential. Through challenging designs consistently, projects can be refined and strengthened in a more efficient, collaborative manner. The following 5 principles could offer a method for productively embedding conflict into design processes:

1. Encourage cross-disciplinary collaboration. Break down silos by fostering diverse perspectives. In-person workshops and focused sessions go a long way in fostering debate and generating constructive friction.

2. Be visual and data-driven. Make complex ideas clear with sketches, diagrams, and models. Pair the visuals with data and metrics to ground debate in evidence, sparking better informed discussions.

3. Embrace early mistakes. Apply the “straw man” approach by testing early concepts and refining them iteratively. Early critique prevents costly problems later and promotes continuous learning.

4. Remove barriers to open dialogue. Hierarchies can stifle input, so ensure all team members, regardless of level, feel safe sharing ideas. Ask targeted questions to unlock hidden insights and concerns.

5. Keep conflict professional, not personal. Focus conflict on tasks and ideas, not personalities. Establish clear guidelines and communication channels to maintain a respectful, productive design environment. Check your ego at the door and be open to feedback.

While these principles might seem straightforward, they are often overlooked in the heat of project delivery. By embedding conflict into the design (and planning) process — early and intentionally — projects can benefit from more creative, tailored outcomes. This is an approach we’re adopting more and more at Iceni, working across teams and disciplines to get to the best solution.

If you are managing a project that could benefit from fresh challenges or would like to discuss these approaches further, feel free to contact us. And if you have a sixth principle or a different perspective, we’d love to hear from you.