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This is the time of year when many of us fall off our resolution-wagons. "Forget it," we say when the results aren't what we thought they'd be. "I don't know why I ever thought I could change in the first place." We set unreasonable goals, beat ourselves up when we fall short of them, and then use those shortcomings as proof that real change simply isn't possible. And by believing that, we make it so.

change is slow and subtle. It isn't about grand gestures or sweeping declarations. It's about the small things you do on a daily basis that eventually add up to something more -- and the beautiful thing about "a daily basis" is that a new one starts every day. You get to decide to start the process of change right now, even if the scale is smaller than what you had in mind. Smaller scales are better anyway; sudden, sweeping change never ends up being real. It's the painstaking, repetitive, meandering change that ends up sticking -- the kind that takes place in the grit and muscle of life's grind. That's the substance of long-term change.

And with more businesses relying on teamwork, top managers' conflict-resolution skills are in greater demand

Southwest Airlines Co. leaders wanted to shake up what they viewed as a culture of "artificial harmony" among staffers.

It's not that firms want contentious leaders, but those who retreat from confrontation tend to postpone hard decisions and allow problems to fester, according to Ms. Glaser.

It turns out conflict isn’t always bad. In fact, psychologically it can be extremely positive, especially in a team environment.

1. Inspiring adaptability.

4. Improving productivity.