Here's how you can navigate conflicts in IT Outsourcing projects caused by differing technical opinions.

First of all, the team should foster a friendly and non-competitive environment, so everyone feels that their opinion is valued. When there are differing approaches, I suggest listing the pros and cons for each solution. The team can also vote on the preferred solution. If the team has a lead or an architect, they can be the person to make the final decision.

Identifica las áreas de especialización de cada miembro del equipo y utilízalas estratégicamente. Por ejemplo, si alguien tiene experiencia en ciberseguridad, involúcralo en las decisiones que afectan la seguridad del proyecto. No dudes en reconocer públicamente las contribuciones de los miembros del equipo. Esto no solo aumenta la moral, sino que también establece un tono de respeto y aprecio mutuo.

The thing about expertise is that people with expertise have answers to many more questions than you can possibly ask. They know things that you haven't even thought about, they know what is important and what is not, and some of their answers are critically important to the success of the IT Outsourcing project. Rather than asking the expert fifty to a hundred low-level questions, ask five to ten high-level open-ended questions. Start by asking what is most important. Ask how. Ask why. Get the expert engaged in showing you how to get to the destination, rather than embroiled in list of activities that won't get you anywhere. Ask follow-up questions. Be flexible and adaptable in pursuit of objectives.

Often the friction in these decisions comes from a decision criteria or set of objectives that aren't aligned with the actual required outcomes. Before embarking on a project it's critical to have the team on the same page around the objectives of the initiative, how those objectives will be measured and how the finish line will be defined. Using these measuring sticks to evaluate the same technical decisions can often bring clarity rather than simply having a technology bakeoff.

In order to make a technical decision, it's important to review possible solutions from different angles, such as time estimation, complexity, dependency on other teams or tools, ease of support, past experience, and so on. Many tasks can be accomplished in different ways, but teams should focus on choosing solutions that bring the most value to the project and the business.

Documenta todos los objetivos de manera clara y accesible para todo el equipo. Esto minimiza malentendidos y asegura que todos estén trabajando hacia el mismo fin. Involucra a todos los stakeholders (clientes, proveedores de servicios externos, usuarios finales, directivos, etc.) en la definición de los objetivos para asegurarte de que todos están alineados y comprometidos con el mismo resultado. Asegúrate de que los objetivos sean Específicos, Medibles, Alcanzables, Realistas y con un Tiempo definido (SMART). Esto facilita el seguimiento del progreso y la evaluación del éxito del proyecto.

Crea un ambiente donde los miembros del equipo se sientan seguros para expresar sus opiniones y preocupaciones sin miedo a represalias. La retroalimentación constructiva debe ser bienvenida y valorada. Practica la escucha activa, prestando atención a lo que dicen los demás, haciendo preguntas clarificadoras y mostrando empatía. Esto no solo mejora la comunicación, sino que también fortalece las relaciones dentro del equipo.

First and foremost, conflicting parties should avoid personal criticism and instead provide reasonable arguments to support their opinions. This should be done in a friendly environment, as no one likes to have their advice ignored. It's important to be careful and avoid demotivating colleagues. Typically, IT specialists don't leave projects—they leave toxic teams.

Recent reports say that 75% of IT project conflicts arise from differing technical opinions. Thus, implementing a structured conflict resolution framework ensures all viewpoints are fairly evaluated. In my experience, this approach fosters collaboration and leads to more effective solutions.

I believe team discussions and additional research can help understand the pros and cons of each solution. If the team lacks sufficient knowledge, architects or experts can assist in choosing the right solution. It's crucial to create an environment where everyone feels comfortable proposing better solutions, even if the initial idea comes from a team lead or manager. Many of my clients say they value people who can question their words instead of just agreeing.

Most teams have a hierarchy where certain decisions are made by the team leader, architect, or CTO for technical matters, and the product owner for product decisions. When multiple options are available, the person responsible should make the final decision. It is recommended that they explain to the team why a specific approach was chosen to ensure understanding and maintain trust.

The most productive teams are those that learn from each other and improve their communication and interaction. In the SCRUM process, there is a meeting called the retrospective (Retro) meeting, where everyone can propose how the team, process, or specific situations could be handled better next time. This allows the team to learn from mistakes and improve processes. Retro meetings can be used to discuss conflicts and understand why they occurred. Sometimes conflicts arise from poor planning, lack of time, or insufficient research