Introduction: Michelle Brody PhD, is an executive coach & clinical psychologist. She brings 25 years of experience in both corporate and family settings to the challenging problem of interactional conflict. Michelle’s speciality as a coach is to guide teams that have complicated dynamics to help them reach greater levels of collaboration, improve communication and resolve tension. Michelle is the author of two books, Stop the Fight and her latest book Own Your Armour; revolutionary change for workplace culture. Michelle is also a master trainer of psychologists, professional coaches and HR professionals and she is a regular public speaker.  Podcast Episode Summary This podcast conversation explores the mindset shifts team members, or indeed anyone, have to make to resolve interpersonal conflict and the consequences of negative team dynamics at work. Michelle Brody reminds us that when you think about conflict you are up against biology, we have to understand the threats we perceive, the armour we put on and the impact that armour has on others. Michelle’s book could be considered a graphic novel, its illustrations help cut through the complexity inherent in human dynamics and helps illuminate what’s at play in interactional conflict.    Points made over the episode The red thread that weaves throughout this podcast is the idea that conflict is cyclical and unless and until we can recognise our contribution that interactional conflict is not neutral and that armour is a suit and not a characterisation of the person conflict is likely to persist.  Michelle started her career after college as an Investment Banker but she realised she was not interested in numbers or financials but in the interactions between people. She was curious why cultures were built on fear. She then pursued Clinical Psychology Michelle pivoted into Coaching because she wanted to have a bigger impact in terms of helping others figure out what was happening in the dynamics at work.  As a psychologist you learn about the different types of defence mechanisms people employ to keep safe. Michelle became curious about how one person’s defence could trigger another’s and how that then gets locked in as a cycle.  Conflict cycles show up everywhere, in communities, in couples, in families at work  Michelle then conceptualised these patterns as armour, armour a person puts on to protect. She recognised that armour is a form of self-protection but it is also aggressive.   The number one important thing to know about conflict is that it is cyclical and the second thing to know about conflict is that the problem is not difficult people but that armour is put on for a particular reason.  There is always a good person and when they suit up you get an evil twin.  When we think about conflict you have to remember we are up against biology. The automatic response system to threat is our nervous system.  We get ensnared by conflict when we label or judge people. We make attribution errors of others. As soon as we attribute to another we then start to react and put on our own armour and we start the cycle.  There is a natural preservation phenomenon at work too we look to keep ourselves innocent.  We forget to enquire to try to understand what is happening and instead we label.  Often we give feedback erroneously by pointing out a person’s behaviour as a property of them. “Your anger is causing problems on this team” The impact of this feedback is not changed behaviour but more anger.  Begin with a description of the person in two ways, how you see them when things are going well  or as a core self and then as the evil twin. Be curious.  It is important to separate the person from their armour.  A threat can sound like a strong word but threats are what our nervous system respond to.  The kinds of threats that show up at work include; a threat to livelihood, a threat to belonging, a threat to fairness, control, authority and reputation or a th