Conflict is the engine of adaptive progress, and the common responses (doing nothing, fight or flight, relying on authority to settle it) avoid the work. The leader orchestrates it: create a holding environment (shared language and values, trust in the authority, a bounded space such as a well-designed off-site) that can contain the tension; select the participants whose views and stakes are needed; regulate the heat, raising it by drawing attention to the tough questions, handing people a heavier share of responsibility than feels comfortable to them, surfacing conflict and protecting provocative people, and lowering it by speaking to anger and fear, structuring the process, slowing the pace, being visible and holding steady, reorienting people to purpose and taking short-term technical gains; and give the work back rather than resolving it for the parties. The steps of an orchestrated conflict: prepare, set ground rules, get each view on the table, orchestrate the competing claims, encourage acceptance of losses, generate and commit to experiments, and institute peer leadership consulting.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.