Yes, I've also developed the ability to just not take home work. When I leave the "office" (Not literal, I'm WFH currently) then any issues are parked until I'm

Yes, I've also developed the ability to just not take home work. When I leave the "office" (Not literal, I'm WFH currently) then any issues are parked until I'm logged back on. If problems like this start to develop then it can be scary, and you may need to defend yourself. But as you say, the way to do that isn't by trapping people. My advice for people who fear they are about to be embroiled in interpersonal work issues: 1. Keep a work diary. Keep a journal of what you've done, what the other person has done (try to keep this part matter of fact) and also how you perceive any issues and how they affect the team. 2. Raise concerns with your line manager. If they are the person you're having issues with, gently escalate to their line manager or someone else who has the authority to actually do something. Make sure you get agreement from someone that you are having issues and that those issues need resolving. If you can't get someone to agree that there is even an issue then that is a major red flag about the company culture more widely. (Or it's a major red flag that they think you are the sole problem, but if that is the case then stick even harder to matter of fact and prepare to leave.) 3. Try to document and predictions you have on the effects of decisions you don't agree with. You will either have good evidence that disagreements are causing issues or you may be surprised that decisions are less impactful than you think and can grow to learn to accept them. 4. Try to picture what an end goal / resolution looks like that isn't just "X is fired and replaced by a better co-worker". Interpersonal conflict at work is scary, and bad relationships can doom projects or even make it untenable for both parties to continue working somewhere. Which is why it's important to iron out any issues before they get to that point.