Your team can't agree on the risk level of a strategic move. How do you navigate this conflict?
When your team can't agree on the risk level of a strategic move, it can stall progress and create tension. Balancing different perspectives is crucial to move forward effectively. Here are some strategies to navigate this conflict:
How have you successfully navigated team conflicts? Share your experiences.
Your team can't agree on the risk level of a strategic move. How do you navigate this conflict?
When your team can't agree on the risk level of a strategic move, it can stall progress and create tension. Balancing different perspectives is crucial to move forward effectively. Here are some strategies to navigate this conflict:
How have you successfully navigated team conflicts? Share your experiences.
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The captain must always steer the ship. Allow open communication. Gather all feedback. Decide. Move forward. If it works? Great. You made the right choice If it doesn't? Great. You learn from your mistakes. Action > Analysis.
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Start by encouraging open discussion to understand everyone’s concerns and perspectives. Break down the risks and benefits clearly, using data to support the decision. Find a compromise by aligning the team around shared goals, focusing on long-term impact rather than immediate differences.
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Get an outside voice. Most teams struggle with groupthink and bias - unknowingly. They have well-worn patterns, behaviors, personalities, and attitudes. Their blindspots are keeping them from seeing a bigger picture (or different picture). Bring in an executive coach who can help navigate fact from fiction.
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Agree on HOW you'll make the decision first (democratic, consensus, etc....) then follow the data.........Most often when I see teams struggle with deciding on a direction, all they have is opinions. What data points can you use to guide your decision making? Then, disagree (if you have too) and commit!
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One helpful idea I’ve used is to implement a game map. In my college years we used game theory to understand policy decisions but I’ve found it works well in business & life situations. For those not familiar, it’s essentially a bubble/line diagram that organizes the firms possible moves based on external reactions and interdependencies; with outcomes quantified that map the possible effects of each course of decision making. This has helped me work through various scenarios with my team to assess a new perspective of risk during various projected situational analyses.
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