Disagree Without Derailing: How Two Pillars of Paint It Red Can Transform Employee Conflicts

Disagreements in the workplace are inevitable. Whether it’s about strategy, performance, or expectations, conflict can either create progress. The difference lies not in the disagreement itself, but in how leaders handle it.

I’ve seen firsthand how overcomplication and ego can turn a simple misalignment into a full-blown disaster. But when we apply two core decision-making pillars of the Paint It Red Philosophy we get a clearer, calmer way to resolve tension without losing trust or traction.

Control Bias and the Rake Theory

1. Control Bias: Focus on What You Can Actually Influence

In any disagreement with an employee, it’s tempting to focus on what they’re not doing. Attitude, tone, follow-through, etc. But the Control Bias teaches us to first ground ourselves in what we can control: our response and our expectations.

Let’s say an employee is pushing back on a new process. Instead of trying to change their mindset immediately (which is outside your control), focus on what you can influence:

• Have I clearly communicated the “why”?

• Am I reacting emotionally, or responding with purpose?

• What decision or action is mine to make right now?

When leaders attempt to control what’s outside their domain they create unnecessary tension. By focusing inward, we simplify the situation and become more effective problem solvers.

2. The Rake Theory: Don’t Step on Your Own Traps

The Rake Theory is about the self-inflicted obstacles we repeatedly trip over.  Often without realizing it. In disagreements, one common rake is avoiding the conversation entirely. Hoping it will blow over. Another is approaching the conversation with blame instead of curiosity, which escalates the conflict.

Ask yourself:

• Am I procrastinating on giving this feedback because I’m uncomfortable?

• Have I had this exact issue with this employee before?

• Is my frustration caused by something I haven’t been willing to address directly?

These are the rakes. And every time you step on one you invite more conflict. The solution isn’t more meetings or policies. It’s removing the rake by having the direct, honest conversation you’ve been putting off.

Final Thought

Disagreements don’t need to be avoided. They need to be navigated. Paint It Red isn’t about making things easier, it’s about making them clearer. When you apply the Control Bias and The Rake Theory, you take two huge steps toward becoming the kind of leader who doesn’t just manage conflict. But transforms it into momentum.