What strategies can you use to manage cross-functional team conflicts in a music work environment?

Passos para gerenciar conflitos de equipe multifuncionais: 1)Converse com cada um dos envolvidos para mapear as causas dos conflitos; 2)Durante cada conversa, fa?a perguntas exercitando a escuta ativa. Isto ajudará a mapear o contexto e a criar um clima favorável para a pessoa se abrir e espa?o para ela desabafar 3)Em seguida, estimule a pessoa a enxergar a situa??o pela lente dos demais. Ao se sentir escutada e validada (item 2), a pessoa fica mais aberta a se colocar no lugar dos outros 4)Crie um espa?o amigável e favorável e convide todos(as) para uma reuni?o, facilitada por você 5)Inicie a reuni?o com uma pergunta poderosa (o Mantra do Protagonista): O que está faltando para trabalharmos bem em equipe? 6)Estimule as pessoas a interagir

Knowing the root causes is key for the team to be conscious about what they have to work. But looking for those roots must be done with the team as a unique entity, avoiding personalize the problem in one or several members. For that, an atmosphere of trust and collaboration must be created first so everybody can talk freely, constructively and without fear to receive reprisals or feeling attacked with comments. Doing it in that way, if there are one or more “guilties”, they can realize of what they do wrongly and react, instead of feeling pointed out with a finger (that would create resistances to change) You can talk individually with the members but always maintaining that atmosphere. Trust is the key to create a high impact team.

First write down all the issues happening. Put the pen on the paper Second , start discussing about each issue one by one Third, create a step by step process to go about anything especially when it comes to cross functional teams. Like very specific and which are feasible keeping in mind the practical scenarios Educate and Create more awareness on work ethics and integrity and creating more rapport and conduct some fun activities so that people view each other as a unit and not a competition all the time. Effective communication is key - not reacting instead respond in a calm clear empathised way.

Start with the leadership - everything starts with the Leadership's decision to implement a growth mindset in the company. Most conflicts arise because of some form of fixed mindset in the organization, when the shift happens to a growth mindset - not in words but in action, conflicts within the team virtually disappear. Organizational Growth mindset principles? Reward Effort Praise action taking not results Promote INTERNALLY first Encourage risk taking WITHOUT punishment when it doesn't work out

Moacyr, o que você acha de no item 5 colocar uns combinados antes de eles colocarem suas opini?es do tipo: vamos ouvir a opini?o completa de cada um e evitar interrup??es?

Knowing the root causes is important, but knowing what they want to reach, what they want to become as a team is essential. For that they can draw, they can take pictures, create a flag, something tangible and visual to help them to have a shared vision. This can be done in sub-groups and later, shared all together to compose a single and common vision. But it is also crucial for the team to have a purpose. A common purpose answering the question “what do we want to reach it for?” And if finally, if the team is able to create a set of values that they recognize as their own, that would make an incredible triad, VMV (Vision, Mission and Values) accompanying the team in their journey towards the excellence.

Especially when we are talking about cross-functional teams, it is crucial to establish a shared vision from the beginning. You can conduct a vision / mission team workshop, write down common team rules to which everyone would explicitly agree. It is very important to involve every single team member, make everyone feel heard and accepted.

Pour aider les partenaires à revenir à un état d'esprit créatif et à des valeurs communes, un producteur peut proposer à un artiste de s’écrire une lettre : " tu es déjà un artiste recherché, avec le temps, tu auras l'impression d'avoir tout accompli par toi-même, sans mon aide. Il te semblera que tu es une star et que tu n'as plus besoin de moi. Avant que cela n'arrive, écris une lettre à toi-même, décrivant ce pour quoi tu m'es reconnaissant". Ainsi, à la première manifestation de popularité, l'artiste lit cette lettre et réalise que sa notoriété est le mérite de toute l'équipe. :)

Envolvimento nos Processos de Planejamento e Tomada de Decis?o: Como: Inclua os membros da equipe em discuss?es sobre estratégias, planejamento e tomada de decis?es. Crie um ambiente que incentive a contribui??o de ideias e opini?es. Importancia: Participa??o ativa constrói um senso de propriedade e comprometimento, promovendo uma vis?o compartilhada.

Im heutigen Arbeitsalltag sehe ich es bei diesem Thema als f?rderlich, die gemeinsame Vision zun?chst Remote zu starten. So ist gew?hrleistet, dass jeder von seinem selbst gew?hltem neutralen Boden aus sprechen darf/kann. In den weiteren Schritten bzw. bei Prozessfinalisierung ist wiederum f?rderlich, wenn auch alle Betroffenen anwesend sind.

When using constructive feedback, focus on the behavior, not the person. Describe specific actions and their impact on the team or project. Use the "sandwich" method: start with a positive comment, address the area for improvement, and end with another positive comment or suggestion for action. Give feedback as quickly as possible, with concrete examples and a polite, supportive tone. This promotes an environment of learning and professional growth.

It is always wise to remember that the behaviour (often also the source of the conflict) you witness should be validated before you come to any fixed and final conclusions. Our behaviour mostly come from a positive place and with good intent. It is important to always ask questions to seek understanding, use facts to evaluate rather than focusing just on emotion when dealing with difficult situations and to engage on the topic at hand. Make sure that the space for engagement is safe (emotionally and otherwise) and try and find common ground first, then collaborativly look for solutions and a way forward. Acknowledge the emotions but do net get caught up in them.

La technique du "feedforward", inventée par Marshall Goldsmith, est simple et puissante. Elle consiste à formuler des demandes ou à proposer des options / des solutions tournées vers l’avenir. Le feedforward est basé sur le principe qu’on peut changer le futur, mais pas le passé. 2 règles à suivre : "Ne pas revenir sur le passé" pour celui qui donne le feedfoward et "Ne pas juger ou critiquer les idées" pour celui qui le re?oit.

Método Sanduíche: Como: Inicie com um elogio ou comentário positivo, aborde a área de melhoria de maneira construtiva e, em seguida, conclua com outra nota positiva ou sugest?o para a??o. Importancia: Este método suaviza a entrega do feedback, tornando-o mais equilibrado e menos defensivo.

Gerade beim Ansprechen von Problemen, ist es wichtig neutral an die Sache heran zu gehen. Die Konfrontation ist für beide Seiten leichter verdaulich, wenn man dabei schafft, positives hervor zu heben.

Algo a ser pontuado é justamente a quest?o do pertencimento para reduzir conflitos. Pois quando a pessoa é valorizada em sua diversidade ela se sente pertencente, se sente parte, incluída e deixa a defensiva de lado e parte para a soma. Ou seja, quanto mais valorizada e respeitada em sua diversidade a pessoa for, mais produtiva ela se torna e, consequentemente, menos conflitos s?o gerados.

Um ponto bastante importante está na quest?o da diversidade, principalmente ao que se refere ao perfil comportamental. Uma vez que os membros da equipe identificam o perfil predominante, desenvolvem o autoconhecimento, passam a entender que as pessoas s?o diferentes, mas ao mesmo tempo se completam, o que torna o ambiente mais saudável e produtivo.

Having different roles, different ways to do the same thing, different points of views/perspectives would make the team stronger if the team members treat the rest with respect. That would create an open-mind atmosphere where the team members can always learn from others. Constructive discussions can open new paths and ways of working. Life would be very bored if we all think and do the same.

One of the great joys and frustrations of working on any team is that none of us are alike. We think, feel and act differently on almost every scenario. Embracing the delight that we find in our differences is critical to the success in any team. If we begrudge someone because they move slower or faster; if they are more creative or more likely to embrace the status quo; are risk takers or risk adverse then we miss the power of TEAM! Quick movers need someone to slow down and consider all angles. Creative people need to be reminded not to throw out the old just because it is old. And risk takers need someone to remind them that the thrill of the risk is not always worth the possibility of failure. Remember differences bring better solutions

When we see the diversity as a puzzle piece resolving the conflicts become easy Now you try to resolve the conflicts by analysing what piece would fit where The major reason for conflicts in cross- functional teams is when people don't see others value and assume they don't need it But when you place the right people together things become better for everyone

On many occasions, it is preferable to have an external figure, impartial, to help the team to resolve problems, because the team can be focused on the issue rather that looking for the solution. That external person would accompany the team to change its perspective and watch the situation from a 3rd observer position, right where he/she is. On the best things of a team coach is that the team will extract their own solutions and actions, so the change is always smoother than when an external figure says to you what you have to do (that typically create resistances and opposition) “We all have the capacity to unroll the skein of our lives, but sometimes we need someone to pull from the thread”

Hilfe zur Selbsthilfe - oft ben?tigt es jemand der neutral auf den Sachverhalt blicken kann. Das hat den riesen Vorteil, dass keine Wertung des gesagten ins Spiel kommt. Beim n?chsten Mal schafft man es dann vermutlich schon alleine.

It is always a good idea to seek help from outside, like to engage a team coach. This person should be non partisan to your core business, because it is really important to get a non biased, neutral opinion from the outside.

Es ist wichtig ein Signal zu setzen was toleriert wird und was nicht. Gleichzeitig sollte man eine Vertrauenvolle Atmosph?re schaffen und Interesse am allgemeinen Geschehen im Berufsalltag unter den Mitarbeitern zeigen. So kann man Situationen besser absch?tzen und rechtzeitig eingreifen, wenn es Misst?nde gibt.

Achei o artigo bem objetivo e com foco em ajudar de fato, eu acrescentaria quest?es importantes como entender as motiva??es do conflito, ou seja olhar com mais cuidado para a causa, para trabalhar a raiz do problema para que ele n?o se repita. Assim como acredito que ter clareza dos valores pessoais das partes envolvidas iriam fazer toda a diferen?a. E para finalizar estimularia a escuta ativa na equipe como um todo.

según mi experiencia trabajando por a?os en una academia de música los ambientes musicales son altamente particulares la melodía y el ruido es parte de su lenguaje musical como los conflictos son parte de las relaciones humanas. El punto en común es la creatividad a veces la sensibilidad Apuntar a su elemento lo musical es básico invitarles a crear su propia manera de comprender musicalmente un conflicto poniéndole ritmos sonidos etc. armando algún juego ritual donde se exprese cada individuo y lo pongan en lo colectivo puede ser muy efectivo. Les propondría por último lo vuelvan un ritual de su lugar de trabajo

La particularité des conflits dans un environnement musical est qu'il est souvent difficile d'évaluer la musique de manière objective. Les questions importantes à discuter dès le début afin de réduire le nombre de conflits : - Quel type de projet accepter, pour ne pas nuire à la réputation du collectif musical ? - Qui a le dernier mot ? - Quel sera le nom du produit final du projet ? - Où et comment sera-t-il distribué ? - Comment partagerons-nous les droits sur le contenu ? - Peut-il être mis en ligne quelque part ? - Que se passe-t-il si les partenaires se séparent ?

I manage cross-functional team conflict in a music work environment by fostering open communication, defining clear roles, and strengthening collaboration through team-building activities. I equip the team with conflict resolution skills and unify them around shared objectives. Establishing regular feedback channels and provide mediation resources for conflict resolution. I would promote cultural sensitivity, support diverse perspectives, and encourage flexibility in work styles. And lastly ensure leaders play a fair role in conflict resolution.

Foster open communication, encourage collaboration, establish clear roles and responsibilities, and prioritise the collective goal of creating great music. Regular team meetings and conflict resolution mechanisms can also be beneficial.