Your IT Strategy team is in conflict. How can you resolve the tension and get back to work?

Everyone needs a place where they feel comfortable sharing their thoughts and opinions. Some thrive in group settings while others do better in a 1:1 scenario. As a leader, it is our responsibility to recognize the needs of our team and remove the barriers to our team's success. In this situation, it starts with creating separate forums so that everyone gets the opportunity to speak their mind.

Recognize the issue within the team. Talk privately with each team member involved. Listen actively and show empathy. Emphasize shared objectives. Organize a team meeting for open dialogue. Bring in a neutral facilitator if needed. Clarify team members' roles and responsibilities. Highlight the benefits of teamwork. Set communication and collaboration rules. Encourage finding common ground. Offer constructive feedback on behaviors. Make process changes if necessary. Schedule follow-up meetings for progress. Foster a culture of learning from conflicts.

Our "business" is all about relationships...as a leader you need to create an environment where the free flow of ideas are encouraged. Your job is to ensure the proper brainstorming techniques are in place to ensure the team builds upon each other's ideas, fostering collaboration. And, of course, publicly recognize and celebrate individuals who bring forward new ideas, regardless of whether they are implemented.

Resolving conflicts within an IT Strategy team requires a combination of effective communication, conflict resolution skills, and fostering a collaborative work environment. Here are some steps to help resolve tension and get the team back on track: Acknowledge the Conflict Create a Safe Environment Encourage Open Communication Identify Common Goals Focus on Solutions, Not Blame Facilitate Mediation if Necessary Set Clear Expectations Promote Team Building Activities

Don't discuss the issue with person 1 and then with person 2 but bring people together, take out the emotion and focus on the facts. Saves time and prevents backchanneling

Temos que ter uma escuta ativa e n?o fazer julgamentos e sim ter realmente ter empatia e ouvir e entender o que acontece com seu time. Depois disto reflex?o é base para que tomemos uma decis?o baseada em fatos e argumentos e n?o deixar o calor do momento nos atrapalhar.

Don't just "listen to hear," "listen to understand." Use active listening techniques, such as repeating back what you're hearing, asking good questions, and making sure you're developing a shared understanding. Conflict often results from a lack of shared understanding, so active listening is a great technique to build that shared understanding and work to resolve the conflict.

Listening is so important in conflict. It should be listen to understand and not listen to respond. We spend so much time thinking of a response, this then leads to not completely listening to the other person and their perspective.

Always be curious. If someone speaks up but their comment doesn't make sense to you, seek to understand. They spoke up for a reason, and their perspective might just be a unique way to look at the problem and find a creative solution. I often find while working on my projects that the comment that makes you go, "Wha?" is often the catalyst to finding a new solution.

Listening and empathizing are leadership skills. In my experience it gets easier when you you use active listening and genuine empathizing to build trust - which is of course earned in drops and lost in buckets :)

1. Schedule a team meeting to address concerns openly. 2. Encourage each member to express their viewpoints and listen actively. 3. Identify common goals and priorities. 4. Facilitate a constructive discussion to find compromise solutions. 5. Establish clear roles and responsibilities. 6. Implement agreed-upon strategies and monitor progress. 7. Foster ongoing communication to prevent future conflicts.

This is going to sound super simple…..because it is. Be curious about the facts. You don’t have to label anyone or anything, just be curious and ask questions.

Resolving conflict within an IT strategy team involves a few key steps: acknowledging the tension, facilitating open communication among team members to understand differing perspectives, identifying common goals to align efforts, and considering external mediation or team-building activities if needed. It's crucial to address the underlying issues causing the conflict to foster a collaborative work environment and get back to productive work.

Essa é uma abordagem muito importante na resolu??o de conflitos. Ao se concentrar no problema em si, em vez de na pessoa envolvida, você evita tornar a situa??o pessoal e emocionalmente carregada. Isso permite que você mantenha uma perspectiva objetiva e racional para encontrar solu??es adequadas. Ao focar no problema, você direciona sua energia para entender as causas subjacentes e identificar possíveis solu??es. Isso pode envolver uma comunica??o clara e aberta com todas as partes envolvidas, para que todos tenham a oportunidade de expressar suas preocupa??es e pontos de vista. .

Nunca en las personas. Todos somos vulnerables a ciertos momentos. Empatía aunque es difícil tenerla siempre porque nos pueden los problemas del día a día. Nunca llevarlo al terreno personal

Make the solution about the business outcome, not about the specific people or work streams involved. There should never be a win-win or a win-lose scenario. There should be one winner - the business.

Agree with Doug, you don’t have to have a win-win, but you must commit as a team. Its OK to disagree, but once a direction is decided those that disagree need to commit, otherwise the negativity kills the teams involved. As leaders healthy debate is required and we are not always going to agree with the chosen direction, however once we decide on that direction or solution we need to commit as a team and try to make that successful. Thats how strong teams are built and how trust is grown.

A mi me da buen resultado; tener sesiones de feedback con grupos en conflicto y encontrar obstáculos comunes y soluciones que reenfoquen el propósito general; no dar respuesta por simpatía; sino con evidencias gráficas o estadísticas, con medidas ciertas y realistas; buscar el consenso en esas tareas; benéficas para el proyecto; no de quienes pueden beneficiarse o sacrificarse en este evento; pero no en el logro general; bueno para todos!!!

Win-wins can be seen as an average over the long-term. You may not win today, but you can agree that this time one party wins, next time another's interest may take precedence. As a leader in IT organizations, I often had to cede to current business operating needs over IT needs for patches, updates or other improvements. Many times we had to negotiate an acceptance of risk and/or budget constraints in order to gain agreement on future investments and support for IT activities like outages and testing. Transparency on the order of interests can be more critical in the cloud, where some events are on a fixed timeline so risks are at odds with the schedule. An example trade-off is a freeze of new business features to prepare for an upgrade.

Not always when you resolve a conflict you will get a win-win outcome. I had instance where I can satisfy my team but had to be firm with the stake holder that deadline was unreasonable and project was not explained clearly.

Businesses, markets and people have a rhythm - a cadence. Appreciating the cadence for the desired intervention and identifying lead metrics that can be tracked to ascertain of the intervention is having the desired performance deflection ensures that we check in at appropriate junctures.

Practical Tip: Implement action plans derived from the resolution process. Regularly check in on the progress and effectiveness of the agreed-upon solutions. Consistent follow-up ensures that conflicts are genuinely addressed and helps prevent recurrence.

Follow up is execution, and execution usually is more important than strategy/plan. Some of the factors probably would be considered or discussed during planning, if these were not discovered quickly and resolved quickly, they would impact the implementation of the entire strategy, as each piece of the strategy is connected or dependent on another. So follow up, get feedback, and fix quickly, this will enable the whole team to be more confident, more connected, and trusted, not only within IT team, but also with business team, partners and vendors.

follow up is an imperative action if you want to set a team strategy, because if not, team can thing that strategy is not as important to take care of it

In my experience as a Cluster General Manager for Singapore and Malaysia , follow-up and follow through is essential. We will setup a daily Video conferencing call with either Zoom or Teams to discuss the job at hand for the week.

This isn't grade school, not everyone gets a participation trophy. It is work. You get paid to do a job well. Everyday. If you are the senior on the team, your job is to send the elevator back down. Help the junior people to understand why you did what you did. On the flip side, the junior team member may have had a better solution that is newer than the senior team member's knowledge. And they should explain why it works, where it comes from and how they found it or thought about it. Together a team works well because of the pluses and minuses each brings and by sharing their information they will succeed better than most teams that are siloed.

L'art du retour d'expérience est l'un des plus compliqués, car il peut mettre en cause les personnes et nécessite humilité et bienveillance. Impossible de communiquer sur ses erreurs si l'on n'a pas la garantie qu'elles se retourneront contre nous. C'est pourquoi la garantie de non punition des erreurs par l'exécutif est primordiale.

Learn and grow isn't just the last step in resolving conflict, it's part of every day work. As part of the proposed conflict scenario, the goal is to transform the conflict into a positive if possible. Typically, when people work through a conflict and get a positive result, they feel closer to each other. You don't have to get all mushy, but it can be helpful if you reinforce with people what they already experienced. Ex: Two people on opposite sides of the conflict, work together effectively to prepare the final presentation or documented strategy. In public, tell each of them how you noticed they seemed to be in sync when creating that product, and the product is high quality. This must be true to be effective.

Practical Tip: Embrace conflicts as opportunities for growth and improvement. Conduct post-conflict reviews to identify lessons learned. Use these insights to implement preventive measures and enhance the team's conflict resolution skills collectively.

Personal growth has to be painful, otherwise you're not really learning enough;) The big challenge is, how can we ensure the learned lesson in the organisation? If you manage that, it is structural growth.

Comunica??o aberta e honesta: Inicie uma conversa franca para entender as preocupa??es e perspectivas de cada membro da equipe. Isso pode ajudar a esclarecer mal-entendidos e resolver conflitos subjacentes. Estabelecer metas comuns: Reafirme os objetivos da equipe e trabalhe junto com os membros para identificar metas compartilhadas. Isso pode ajudar a unir a equipe em torno de um propósito comum. Definir papéis e responsabilidades: Certifique-se de que cada membro da equipe compreenda claramente suas responsabilidades e como elas contribuem para os objetivos gerais da equipe. Fomentar a colabora??o: Promova atividades de team-building e brainstorming para incentivar a colabora??o e o trabalho em equipe.

Scheduling a meeting, identifying the causes, fostering collaboration, emphasizing teamwork, setting common goals, defining roles, considering mediation, providing conflict resolution training, promoting a positive work environment, and having regular check-ins.

Frankly this can be simplified further: 1) Surface the Issues 2) Resolve them openly and honestly (no game playing) I've approaching 40 years experience across a diversity of businesses and almost every conflict I've seen can be put at the door of failed communications.

Its actually healthy to have a difference of opinion and a little disagreement within the strategy team. Its a sign of having diverse opinions within the group which is paramount for strategy's success. Leveraging company's mission and core values is a great way to get alignment between stakeholders on strategy and ensuring strategy aligns with company stands for.

Le management impose parfois de ne tout dire à chaque protagoniste : le leadership du responsable doit primer sur les points de vue des collaborateurs. Un leader charismatique, qui suscite la confiance, doit pouvoir arbitrer sur la base de ses informations, tout en faisant fléchir respectueusement un protagoniste qui n'aurait pas toutes les données en main... Gérer les conflits, c'est aussi savoir remettre les gens à leur place, dans leurs prérogatives, en les informant qu'il peut y avoir d'autres facteurs qui ne leur sont pas communiqués, et que, par conséquent, ne pas suivre leur opinion n'est en aucun cas un désaveux.