To be clear, different learning and working styles are not inherently conflictual! We need a variety of people to reduce group think and increase problem solving. In my neuroinclusion work, the more neurodiverse and varied the group, the better.

As I read this I'm thinking, 'Are they truly conflicting work styles, or are they varying work styles and a manager that is inflexible?' I'm a Neurodivergent leader, I make my work styles very clear so that when I collaborate, the people I am with know what to expect. I've been commended for being so frank about what does/doesn't work for me as it is easy to work in my strengths and avoid my weaknesses. I encourage everyone to create a personal user manual. State what works best for you and how you prefer to communicate. If you tend to be quizzical before starting, state that. If you tend to be analytical and prefer to dig deeply while working, state that. Transparency to your team and leaders is the key.

When I’m leading a team with conflicting work styles, I’ve found that the key is to embrace those differences instead of fighting them. I like to have open conversations about how everyone prefers to work and then find ways to blend those styles for our projects. We focus on setting clear goals and deadlines while allowing flexibility in how we get there. Encouraging collaboration and having regular check-ins helps keep everyone on track and ensures that all voices are heard. This way, we can leverage our diverse approaches to achieve successful outcomes together!

- I agree that leveraging individual strengths is essential for navigating a team with conflicting work styles. By assigning tasks based on each member's strengths, the team can achieve maximum efficiency and cohesion. - I disagree with the sole emphasis on aligning goals. While alignment is important, focusing more on flexible working approaches and creating adaptable strategies based on work preferences may yield better results. - Open communication is crucial, but it should also include structured feedback sessions to identify potential conflicts before they escalate.

I’ve managed teams with varying work styles by first aligning everyone around clear, common goals. Open communication is essential, so I create an environment where team members feel comfortable sharing their preferences. By understanding each person’s strengths, I assign tasks that play to their abilities, which helps blend the differences into a more cohesive, high-performing team.