Como especialista en desarrollo sé qué para romper la resistencia al cambio en el trabajo, es fundamental abordar las preocupaciones del equipo de manera abierta y construir confianza. Aquí te dejo algunos pasos clave para manejar la resistencia: Escuchar y entender las preocupaciones: Iniciar con una conversación abierta donde el equipo pueda expresar sus miedos y dudas sobre el cambio. Esto te permitirá abordar sus inquietudes de manera específica y personal. Explicar el porqué del cambio: Comunicar claramente las razones detrás del cambio, cómo beneficiará al equipo y a la empresa a largo plazo, y cómo se alinean con los objetivos comunes.

Als Coach sehe ich Konflikte im Führungsteam als Chance zur Weiterentwicklung und Stärkung der Zusammenarbeit. Wenn sich Einzelne über Problemlösungsansätze streiten, ist ein strukturierter und respektvoller Dialog entscheidend. Meine Herangehensweise umfasst: 1. Offener Dialog: Ein sicherer Raum, in dem alle Stimmen gehört und Perspektiven respektiert werden. 2. Gemeinsame Ziele: Fokus auf Unternehmensziele und wie verschiedene Ansätze dazu beitragen. 3. Empathie und Verständnis: Team-Übungen und Reflexion zur besseren Verständigung. 4. Gemeinsames Schlussfolgern: Lösungen, die die besten Ansätze integrieren. Ergebnis: Ein gestärktes, effektiveres Führungsteam.

When senior team members clash over problem-solving approaches, navigating the conflict tactfully is essential for effective leadership. Start by facilitating a structured dialogue where each person presents their viewpoint without interruption, ensuring all voices are heard. Then, identify common goals to refocus the conversation on shared objectives rather than differing methods, helping the team align around a unified purpose. If consensus remains challenging, propose a trial period for each approach, allowing data and outcomes to guide the final decision.

Para navegar el desafío de liderazgo cuando los miembros senior del equipo tienen enfoques diferentes en la resolución de problemas, empieza facilitando una conversación constructiva donde cada miembro pueda presentar su perspectiva sin interrupciones. Fomenta la escucha activa para que comprendan los puntos fuertes de cada enfoque y el razonamiento detrás de ellos. Identifica áreas comunes y alienta a que combinen elementos de ambos enfoques para lograr una solución más integral. Como coach, mantén la discusión enfocada en los objetivos comunes de la organización y ayuda al equipo a ver el conflicto como una oportunidad para enriquecer sus estrategias y fortalecer la colaboración.

System structure defines the behavior. Instead of fighting the problems (events), explore first the system structure which will produce the desired results. That's why you should use systems thinking approach; -Understand the story of the problem -Reveal the important variables in this story and plot their behavior according to time -Determine the cause-and-effect relationships among them, understand the causality -and starting from these discussion try to design the structure of the system (causal loop diagram of the system) with consensus. - After understanding the system structure which creates the current problem It is time now making decisions based on the leverage points of this structure to create desired results.

Clashing when problem solving is not always a negative, it can guide a team to the ultimate and preferred outcome. However it is imperative to have constructive dialogue listening to all views, common opinions of the entire team will come forward and can be celebrated as early successes in the project. These early successes can guide a team to the areas that require more focus to deliver the desired outcome/results.

Conflict at the top can ripple through an entire organization. To navigate clashing problem-solving approaches among senior team members: 1. Foster open dialogue: Create a safe space for honest discussion about differing perspectives. 2. Emphasize shared goals: Remind the team of their common objectives to refocus energy. 3. Encourage active listening: Ensure each member feels heard and understood. 4. Facilitate collaborative problem-solving: Guide the team to combine strengths from various approaches. 5. Model flexibility: Demonstrate adaptability in your own leadership style. 6. Leverage diversity: Frame differences as assets rather than obstacles.

Senior leaders have normally earned their seat in the table. They are there because of their accomplishments. Each of them will have strong opinions about everything. This can lead to discords often. However, this team is required to act in unison to ensure the firm’s strategy is executed effectively. Bringing this unity is the key job of the CEO and the board. While disagreements are good in generating better alternatives, once the decisions are made acting in line with decisions made is important. CEO has to do the balancing act of nurturing diverse views among senior leaders before the decisions and acting as a single unit during the execution. An executive coach needs to focus on developing this key skill in the leadership.