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Last updated on 2024年7月27日

Your team is divided on a decision. How can you navigate conflicting opinions to reach a consensus?

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When your team is divided on a decision, it's like standing at a crossroads where every path seems equally viable yet leads in different directions. In such situations, your role in navigating through conflicting opinions to reach a consensus is crucial. It's not just about making a decision; it's about making the right decision collaboratively, ensuring that all voices are heard and that the team moves forward united. This delicate task requires patience, understanding, and a strategic approach to facilitate discussions and guide your team to common ground.

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1 Understand Concerns

To navigate conflicting opinions within your team, start by understanding the root of each perspective . Encourage open communication where team members can express their concerns without fear of judgment. Listen actively and validate their points, showing that you value their input. This can help to uncover underlying issues that may not be immediately apparent and ensures that everyone feels respected and heard, setting the stage for a more amicable resolution.

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Jim Adkins

Manufacturing & Procurement Talent & Operations Strategist, Communicator, Consultant, Executive Leadership Coach, Certified 6 Sigma & LEAN Black Belt, USAF veteran, author, Predictive Index, Proactive Transformation+FUN!
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In navigating conflicting opinions, remember the well-known story of the blind men and the elephant. Each man, feeling different parts, believed they alone were right. The key was listening and integrating all perspectives to see the full picture. Embrace Edward Deming’s principle: “In God we trust; all others bring data.” Encourage open dialogue, respect differing views, and rely on data to guide the decision. Consensus emerges when everyone feels heard and the decision is based on collective wisdom, not individual dominance. And, as Peter Drucker might say, "The best way to predict the future is to create it—together."

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Gerson Kerstner

Gerente de Opera??es | Gerente de Projetos | Gerente de Qualidade | Gerente de Customer Success | Engenheiro Elétrico | ??Conectando Qualidade, Inova??o e Satisfa??o na Gest?o de Opera??es e Projetos com Excelência.
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Escolha um local neutro e confortável para a reuni?o, onde todos os membros da equipe se sintam à vontade para expressar suas opini?es. Estabele?a regras básicas para a discuss?o, como respeito mútuo, escuta ativa e interrup??es mínimas.

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2 Facilitate Dialogue

Once you've grasped the concerns, facilitate a structured dialogue . Create an environment where every team member can speak and listen to each other's viewpoints. Use open-ended questions to probe deeper into the reasons behind their opinions. This will not only clarify positions but also foster empathy among team members as they understand the rationale behind differing stances. Remember, your role is to guide the discussion, not dominate it.

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Gerson Kerstner

Gerente de Opera??es | Gerente de Projetos | Gerente de Qualidade | Gerente de Customer Success | Engenheiro Elétrico | ??Conectando Qualidade, Inova??o e Satisfa??o na Gest?o de Opera??es e Projetos com Excelência.
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Permita que cada membro da equipe apresente sua perspectiva sem interrup??es. Utilize técnicas de escuta ativa, como parafrasear e confirmar a compreens?o. Anote as diferentes opini?es e preocupa??es em uma ferramenta colaborativa para que todos possam ver, contribuir com opini?es e propostas. Facilite uma discuss?o estruturada sobre as op??es mais bem avaliadas. Incentive o diálogo construtivo e o compromisso. Se surgirem conflitos, reenquadre-os como problemas a serem resolvidos juntos, em vez de brigas a serem vencidas.

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Stefan V.

Whoever asks, leads - Socrates
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As it is a decision of my team I would challenge my team with various scenarios that we have to make a decision. If they are not cooperative, I would take the decision and take responsability.

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Monique PIERSON

Forte de plus de 20 ans de management, je propose aux managers de managers des modules d'e-learning pour faire de leur équipe une dream team
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Outre le choix du lieu et de "règles de fonctionnement" dont Gerson Kerstner souligne l'importance, j'insisterai sur l'importance de respecter un temps 1 d'écoute : que chacun ait pu exprimer son point de vue et se soit senti écouté facilitera le travail à venir. Prendre le temps de faire que les participants constitue une équipe soudée fera gagner un temps important par la suite et autorisera l'émergence de solutions novatrices.

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3 Highlight Commonalities

In the midst of diverse opinions, it's important to identify and highlight common goals and values . Point out areas of agreement, no matter how small, to remind your team of their shared objectives. This can act as a foundation upon which you can build a consensus. It shifts the focus from conflicting positions to a unified vision, making it easier to navigate towards a decision that everyone can support.

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Gerson Kerstner

Gerente de Opera??es | Gerente de Projetos | Gerente de Qualidade | Gerente de Customer Success | Engenheiro Elétrico | ??Conectando Qualidade, Inova??o e Satisfa??o na Gest?o de Opera??es e Projetos com Excelência.
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Foco Sempre deve ser os interesses, N?o em posi??es. Incentive a equipe a focar nos interesses subjacentes em vez de nas posi??es aparentes. Pergunte "por que" para entender as motiva??es por trás de cada opini?o. Identifique e destaque áreas de concordancia, desta forma será possível construir uma base comum a partir da qual as discuss?es podem progredir.

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Monique PIERSON

Forte de plus de 20 ans de management, je propose aux managers de managers des modules d'e-learning pour faire de leur équipe une dream team
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Pour déplacer l'attention des positions conflictuelles, il est intéressant de revenir, "un cran en avant" et d'échanger sur le "WHY" entendu au sens de "For What". Revenir aux raisons qui président aux choix à opérer.

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4 Explore Alternatives

When opinions are polarized, exploring alternative solutions can be a game-changer. Encourage your team to think creatively and offer different approaches to the problem at hand. This can lead to innovative solutions that may satisfy the concerns of all parties involved. It's essential to keep an open mind and consider all options, as the best decision often emerges from a combination of ideas.

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Gerson Kerstner

Gerente de Opera??es | Gerente de Projetos | Gerente de Qualidade | Gerente de Customer Success | Engenheiro Elétrico | ??Conectando Qualidade, Inova??o e Satisfa??o na Gest?o de Opera??es e Projetos com Excelência.
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Avalia??o Coletiva, use os critérios previamente definidos para avaliar as op??es geradas. Pe?a aos membros da equipe para classificar ou pontuar cada op??o com base nesses critérios.

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Monique PIERSON

Forte de plus de 20 ans de management, je propose aux managers de managers des modules d'e-learning pour faire de leur équipe une dream team
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Une manière de faire, pour dépasser les divergences, tirée des acquis des neurosciences et pr?née pas Jacques Fradin (Institut de Neurocognitivisme), consiste à appliquer la méthode du Pack Aventure : il s'agit de rechercher les avantages et les inconvénients de la position A, puis les avantages et inconvénients de la position B opposée. Cela permet de dépasser les réactions "automatiques", prendre du recul et faire évoluer les positions des uns et des autres pour parvenir à une solution commune, plus riche.

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5 Decision-Making Techniques

If consensus is still out of reach, you might need to employ structured decision-making techniques . Techniques such as multi-voting, ranking, or even a pros and cons list can help narrow down options and focus the discussion. These methods provide a clear framework for decision-making and can help the team move from a deadlock to a decision that everyone can agree on, or at least accept.

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6 Follow Through

After reaching a consensus, it's vital to follow through with the decision. Ensure that the agreed-upon action steps are clear and that everyone understands their role in the implementation. This not only reinforces the team's commitment to the decision but also builds trust in the consensus-building process for future decisions. A clear follow-through plan demonstrates that the effort put into reaching a consensus has a tangible outcome.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Gerson Kerstner

Gerente de Opera??es | Gerente de Projetos | Gerente de Qualidade | Gerente de Customer Success | Engenheiro Elétrico | ??Conectando Qualidade, Inova??o e Satisfa??o na Gest?o de Opera??es e Projetos com Excelência.
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Documente a decis?o final e quaisquer compromissos feitos durante a reuni?o. Certifique-se de que todos os membros da equipe estejam cientes e de acordo com o plano. Atribua tarefas e responsabilidades claras para a implementa??o da decis?o, estabelecendo prazos e pontos de verifica??o.

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Your team is divided on a decision. How can you navigate conflicting opinions to reach a consensus?

1

2

3

4

5

6

7

1 Understand Concerns

2 Facilitate Dialogue

3 Highlight Commonalities

4 Explore Alternatives

5 Decision-Making Techniques

6 Follow Through

7 Here’s what else to consider

Team Facilitation

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Your team is divided on a decision. How can you navigate conflicting opinions to reach a consensus?

1

2

3

4

5

6

7

1 Understand Concerns

2 Facilitate Dialogue

3 Highlight Commonalities

4 Explore Alternatives

5 Decision-Making Techniques

6 Follow Through

7 Here’s what else to consider

Team Facilitation

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感谢您的反馈

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