Your team is divided on process design changes. How do you navigate conflicting opinions to ensure success?

Point 1 et 2 sont inversés. On génère d’abord des idées avant de les ordonner et de se mettre dans la peau de l’autre. Plusieurs outils tels que les post-it, a tour de r?le passes par tous les membres de l’équipe peuvent aider à avoir un consensus. Chacun rebondis sur l’idée de l’autre et ainsi de suite

That’s a good approach Steven. I have also successfully used a Pugh Matrix in the past where each alternative is measured on agreed upon criteria against the next. It’s somewhat of a process of elimination. It quite an interesting approach as sometimes what a team thinks is a great idea, isn’t so great relative to others. But you are right in saying it’s really about getting people talking and sharing ideas openly.

Everyone's view is important so by listening to each of the different views everyone feels that they are being listened to fairly. Encourage and foster a more collaborative way of sharing/accepting ideas, problem solving, objective thinking that is focused on solutions as opposed to criticism of ideas. Promote trust by having clear communications and open conversations. Include evidence or examples where available to avoid misunderstanding or judgement. Celebrate together when success is achieved to show it is everyone's success, proving team thinking and work/collaboration does work.

Can be simply done in the following steps : 1.Ask both the sides to present facts underlying their opinion. 2.Organise and Moderate a healthy debate. 3.Steer both the differing ideologies to form, storm,norm and finally come up with a holistic solution. 4. Based on the outcome, create a shared vision and document the same. Keep it Simple.Happy Days!!

Create a forum where all team members can voice their opinions and concerns. This could be through meetings, workshops, or brainstorming sessions. Encourage constructive debate and ensure that all perspectives are considered.

I think clarifying the overall objectives of process design changes and comparing them against company goals is the most important step. It's often leadership's responsibility to ensure company goals are clear and understood widely so working level cross-functional teams are capable of making decisions.

Oftentimes, when process changes occur, we are faced with a plethora of opinions from the team. This is natural because we are experiencing a time of changes, and in such times our creativity is triggered. It is likely that some of these opinions, born out of triggered creativity, will be conflicting in nature. Here, an alignment of the team with the strategic objectives can be invaluable in navigating which opinions are helping us achieve our goals and which not. This way we can achieve an effective and objectively resolution.

A proper process leads to the desired result. The reason for changing the design of a process should therefore be to make it more effective and/or more efficient. More effective means to get closer to the desired result. Efficient means achiving it with less use of resources. The desired result is therefore the starting point. It must be defined crystal clear. Left to individual opinion/intrepretation, a lot of time and energy will be wasted, undermining efforts put down on process change.

On peut utiliser des matrices de sélection de solutions où pondérations et axes stratégiques auront été valides en amont et par la direction

Implementation is key to keep the Team united and focused on the ultimate objective. Agonizing through endless conceptual design will start corroding the foundation of teamwork and distract from the ultimate prize. Striking the right pace at the beginning of the journey is important to balance positive energy with chaos. Well defined tasks to each sub team or individual and intermediate milestones are a good way to assess progress, identify unexpected roadblocks and determine if reallocation of resources is needed. Do not leave behind challenging the Team - when presented with a challenge, people will surprise you with outstanding performance.

Projects are highly undemocratic, teams comprised of individuals whose paradigms are of being the smartest persons in the room Designs must conform to physical laws, regulations, proven practice, allocated time and budget, and the capabilities, competencies, and capacities of the practitioners Engineering decision matrices (assigning numerical values and factoring by weights) have been constructive, in driving understanding of the imperatives and distinguishing them from opinions As we are creatures of emotion as well as reason, much of the responsibility of management resides in coping with both As observed by Dean Jonathan Swift “reasoning will never make a man correct an ill opinion, which by reasoning he never acquired.”