“We’re trying to make concessions,” says Stokoe. “We’re constantly monitoring our conversations to try and put people in a position where it’s easy for them to agree with us.”

We’re especially inclined to avoid friction at work. Who wants to start a dispute with somebody you have to sit beside, eight hours a day? If your workmate is your boss, there’s even less incentive to dissent. But this may be entirely the wrong approach, according to Amy E. Gallo, author of The Harvard Business Review Guide To Dealing With Conflict At Work.

“Everyone thinks they want to work in this peaceful utopia where everyone gets along,” she says, “but if we don’t disagree, we’re not going to produce good work, it’s just not possible.”

Having diversity of ideas means people will disagree.

“I see organisations all the time talk about wanting diverse perspectives, inclusive work environments,” says Gallo, “and when they stunt disagreements, they’re basically saying, ‘we don’t want to hear different opinions.’ It’s an important way to bring out different perspectives, and to create more successful work.”

In science, for example, new theories are not just tested by experiment, but also challenged by other researchers. Professor Stuart Firestein of Columbia University thinks these challenges are vital – even when he is on the receiving end.