You're navigating team conflicts over product innovation. How do you ensure a unified direction forward?

In practice, I've never seen a miracle recipe for defusing conflict. It's a question of feeling too. Nevertheless, there are certain notions to bear in mind, such as the ladder of inference, deconstructing what led us to do what we do and to believe what we believe, by sharing with the other the perceptions that are closer to the raw data. This makes it possible to understand the elements at play that led to a conflict. It also helps to have a more sensitive approach, in the meaning of sensations.

Navigating team conflicts during product innovation requires a careful approach to ensure a unified direction. Recently, my team faced a dispute over the design direction of a new product. I began by conducting individual discussions to understand the root causes of the disagreement, which ranged from design preferences to concerns about market viability. By listening without bias, I was able to discern that while the team's views differed, everyone shared a commitment to the product’s success. I facilitated a workshop where all parties presented their viewpoints and we collectively analyzed how each suggestion aligned with our project objectives. This approach helped us synthesize a unified direction that leveraged our diverse insight.

Keep the main goal the main goal. That’s an oft used business mantra and serves us well at my toy company Wow! Stuff. Unifying teams to a common objective starts with the objective. Sounds simple but if there’s any disagreement or ‘blur’ on the end goal it can get multiplied further down the line until no one is quite sure of the original aim.

I've always found dialogue to be an underrated way of resolving conflicts. While it's obvious, it's not put in practice so often, actually. When it comes to product innovation, it's all the more important. One method I've learned and found particularly effective is that advocated by Valérie Gauthier: Savoir-Relier. The ability to connect intrinsic motivations to achieve greater objectives. It's about being authentic, generous, benevolent, generative. Keys to get the best out of an innovation's team.

Navigating conflicts over innovation, requires transparent discussions and structured debates. Encourage open forums for team members to share views, balancing innovation with employee well-being. Align on common goals like customer satisfaction and market leadership, ensuring all voices are heard. Document agreements to maintain clarity and commitment. This approach fosters consensus and directs innovation cohesively.

For me, Navigating team conflicts in product innovation comes down to two key elements: a clear mission and a focus on value generation. Our mission acts as our north star, providing a unified direction. When conflicts arise, we return to our core purpose: how does this decision align with our mission and generate value for our users? I've developed a methodology that emphasizes this value-centric approach. It involves creating behavioral funnels that map how our product guides users towards valuable actions. By focusing discussions on these concrete value points, we can often cut through subjective disagreements and make decisions based on what truly matters - the value we're creating for our users and stakeholders.