Managers often worry about conflict in their teams, afraid that any sign of trouble will undermine performance. A typical response to conflict is to ignore it — to avoid getting to the root of the problem and hope that it will somehow go away. In our MBA program we call these “cappuccino teams”: Every time conflict rears its ugly head, people break for coffee, presumably in the hope that it will help restore harmony. It may be a nice way to handle conflict, but it isn’t particularly effective. Instead, managers need to know how to create teams that feel psychologically safe enough for conflicting opinions to be aired and the benefits of diversity exploited.