Article
Comment
War & peace
7 min read

How to disagree agreeably

How do we converse passionately about controversial topics without falling out or falling into war? Jörg Friedrichs shares his insights after a difficult conversation with a colleague.
Two 1950's men un suits sit at a table dominated by a large hanging microphone. One points a raise hand and finger into the air. The other listens.
A 1951 BBC debate between Iorwerth Thomas MP and Gwynfor Evans Teitl.
Llyfrgell Genedlaethol Cymru / The National Library of Wales, vis Unsplash.

Last year in spring, I bumped into an academic colleague whom I had not seen for a long time. I mean, we had talked over screens but not seen each other in person. He is a valued colleague, yet we ended up having a difficult conversation about the Ukraine war where we could have easily fallen out. It was close but, fortunately, did not happen, so let me share how we had a productive discussion instead. Of course, we did not end up agreeing on everything, but we did let one another finish. Avoiding an escalation was not easy then and is never easy in situations of this kind, but it is worth trying because relationships are more important than asserting personal viewpoints. 

Differences of opinion escalate easily in so many situations, especially in war-like ones. We see this with the war in Ukraine, but also in the context of the so-called culture wars. How do we disagree agreeably when people hold strong and principled views about controversial issues? Gender and lifestyle? Religion and race? How do we express a nuanced view that might question strongly held opinions, without either being labelled as something nefarious - “racist”, “woke”. Or thus labelling somebody else? What I am going to share is applicable to many situations, from the culture wars to marital disputes, from conversations over football to a post-mortem between parents when their kids have had a meltdown in the playground.  

Difficult conversations

There is no question that conflict generates false moral certainties, and it is often good to question them. Just because Russia attacked Ukraine, is anything to punish Russia justified? Conversely, just because Ukraine has suffered an attack, is it a victim nation deserving unlimited and unconditional support regardless of its own actions? Is the West, because it supports Ukraine, unquestionably in the right? Is any support of Russia, or even an attitude of neutrality, totally objectionable?  

In a war situation, people tend to look at things in a black-and-white fashion, and even-handed views are unpopular. Expressing them requires courage because partisan observers will attack us when we fail to roundly condemn one side while exonerating the other.  

How are we going to react when they do so? We will certainly feel put on the spot, but this does not disqualify their arguments. We therefore must consider their accusations with humility.  

In my conversation with the colleague, he accused me of spreading “Kremlin propaganda” when I suggested that the West should be more sensitive to the concerns expressed by Russia as a humiliated great power. Spreading Kremlin propaganda is not a minor accusation these days, and I did not feel I deserved it. I therefore found that, in a situation like this, keeping one’s patience is challenging. I was tempted to counterattack, perhaps accusing the colleague of being prejudiced. Instead, I had to take a deep breath and explain to him, as calmly as I could, that my aim was not to side with Russia but to suggest something that might have enabled, and might still enable, diplomatic negotiations and peaceful change rather than replicating a conflict that is so hugely damaging.  

From my point of view, the colleague had accused me unjustly, and so I found it difficult to render justice to what he was saying. Yet, while spreading Kremlin propaganda was not my aim, I had to recognise that part of what I had said overlapped with what a Kremlin propagandist might say. It was uncomfortable to accept that, perhaps, my colleague had put his finger on a vulnerable spot and I should take greater care to distance myself. To make things worse for myself, my colleague also pointed me to a factual inaccuracy regarding a historical detail.  In all honesty, I found it challenging to accept any form of criticism from someone who had just accused me of spreading Kremlin propaganda. Yet, the intellectual virtue of docility demanded me to concede the inaccuracy of this particular historical claim and stand corrected. I had to remember that, ultimately, what unites us is a search for truth, and that the truth can only reveal itself in a discursive spirit of give-and-take. 

Disagreeing agreeably 

We then had a productive discussion where I was able to point out that, during the crisis preceding the attack, Russia had made it very clear that the casus belli (cause of the war) had been a dispute over whether Ukraine was entitled to join a military alliance perceived as hostile by Russia. The USA and its allies insisted that this was not negotiable. Was that, and is that, worth a conflict that is killing countless people and has dire consequences for global energy and food systems? Has everything been done to avoid the war, and is everything being done to end it? While it is easy to see that Putin’s Russia is wrong, are we sure that “we” are right?  

Since the end of the Cold War, “we” (that is, Washington and its allies) have been involved in a significant number of military interventions, from Kosovo to Afghanistan and from Iraq to Libya. By comparison, Moscow has hardly been involved in any out-of-area interventions. Where Russia has invaded an adjacent country or region, as in Crimea and South Ossetia, the trigger was always the fear of a neighbouring country turning hostile. While attacking a neighbouring country is unacceptable, it seems fair to ask if the USA would stand by idly if a hostile power were extending its reach into its own regional neighbourhood (Cuba, Nicaragua, Granada). While a US attack on a country in its regional neighbourhood seems unlikely under present circumstances, there is a need to understand Russia beyond condemning the invasion of Ukraine. 

Unfortunately, propaganda from both sides has become so intense that it is becoming difficult to gain an even-handed understanding. There has even been open debate about using nuclear weapons. 35 years ago, the Cold War ended with a consensus that a nuclear war cannot be won and must never be fought. Indeed, fear of a nuclear holocaust was one of the reasons why the Cold War remained, largely, “cold.” There was communication with Moscow even under Brezhnev. Today, some would see a dialogue with Putin as treason. How can fundamental lessons of diplomacy and deterrence be unlearned so quickly?

We must value and recognize not only those whom we find it easy to empathize with, such as the Ukrainian and Russian people, but also those whom we dread and whom we fear. 

While my colleague stood his ground and reminded me, repeatedly, that “we” must punish or even humiliate Putin’s Russia for its attack on a sovereign country, we were able to have a calm debate where he listened to my arguments as much as I listened to his.  

This was only possible because I had stuck, as best I could, to a series of intellectual virtues, highlighted above in bold: courage; humility; patience; justice; docility; and search for truth. The list goes back to Nigel Biggar, a moral theologian who has adapted Christian virtues for intellectual needs. Professing such virtues is easy in principle, but hard in the heat of a real encounter. In the exchange with my colleague, I passed the test by the skin of my teeth. At other times, I fall short.  

Now, for those familiar with the lore of Christian virtues, you will know that 'six' is a weird number. Everything should come in 'sevens'. So Nigel Bigger gives us a final, seventh intellectual virtue. Charity. Quite possibly the most important.

If only we could become like brothers and sisters who are able to carry out our disagreements in love, giving each other the benefit of the doubt in having sincere intentions and reasoning to the best of our abilities.  

Of course, virtue sounds like a very grand word. Perhaps there are saintly figures who “possess” virtues as personal qualities. For the rest of us, virtues are aims to which we should strive, however much we struggle to reach them. Centuries ago, even a child would have been able to enumerate the seven virtues of Christian morality. Today, some of us may still remember the three theological virtues (love, faith and hope), but what were again the four natural or cardinal virtues? Well, never mind.  

In a twist that encapsulates the best of the Christian tradition, the virtues are not about being virtuous in a self-righteous way. Contrary to the pagan tradition where virtue is something heroic, Christian virtues are about valuing and recognizing others while humbling and decentring ourselves. We must value and recognize not only those whom we find it easy to empathize with, such as the Ukrainian and Russian people, but also those whom we dread and whom we fear. Christian virtues equip us for the arduous task of entering a dialogue with Putin’s Russia, with the view to seeking peace. Having negotiated with everyone from Stalin to the Vietcong, from Gaddafi to the Taliban, we hear today that the idea of negotiating with Putin’s Russia is naïve at best and misguided at worst. Yes, it is going to be fiendishly difficult. Yet, it is necessary. Equipped with intellectual virtues, nothing should stop us from trying. Neither should we stop trying to have conversations across the trenches, even those of the culture wars.   

Note: this post uses material from an earlier post by the same author.  

Article
Comment
Justice
Leading
Politics
5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive
A woman talks in an interivew.
Baroness Casey.
BBC.

Why do our leaders struggle so profoundly with admitting error? 

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done. 

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.  

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.  

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.  

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.  

So, why do leaders struggle so profoundly with admitting error? 

The issue is cultural and three-fold. 

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate. 

We then enable those responsible to evade accountability through institutional protection and legal barriers. 

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.  

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ. 

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. 

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust. 

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation. 

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.  

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.  

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.  

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.  

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.  

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.