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Welcome to the age-barry deacast from Harvard Business Review. I'm Allison Beard.

There are things that have traditionally been taboo to talk about at work. Politics, religion,

money, but we're living in an age of more transparency. Many of us share our lives and

opinions on social media for everyone, including colleagues and bosses to see. And organizations

are being told to foster more inclusive cultures by letting people bring their whole authentic

selves to work. What happens when teammates adamantly disagree on big social, political,

and economic issues, though, where there's a huge divide between workers and management

or an individual boss and their employee? Our guests today have studied the causes of

polarization and how to manage it in the workplace. They've also worked with dozens of companies

to train their people on how to more productively handle conflict. Julia Minson is an associate

professor at the Harvard Kennedy School of Government, and Francesca Gino is a professor

at Harvard Business School. Together, they wrote the HBR article, Managing a Polarized Workforce,

How to Foster Debate and Promote Trust. Julia Francesca, thanks so much for being here.

It's great to be here. Thanks very much, it's a pleasure.

We get the sense that people are more divided than ever on certain issues, not just in the US,

but around the world. You know, I think about masking, vaccines, racism, gender fluidity,

immigration, nationalism, police brutality, education, economic inequality, it's such a long list.

So is that an accurate impression? Are we a peak polarization?

Yeah, Allison, I think that's absolutely right. There's more and more research coming out,

...