Team members aren’t always going to agree with leaders’ goals and strategies—but that’s not necessarily a bad thing. In certain circumstances, having disagreement among teams, and the discourse that this disagreement elicits, can translate into success for certain types of teams who are tackling complex problems, according to researchers from the University of Maryland’s Robert H. Smith School of Business, University of Florida’s Warrington College of Business, and Michigan State University’s Eli Broad College of Business.