You're facing conflicting team members on project direction. How do you navigate power struggles effectively?

Os conflitos são inerentes às relações humanas, e é comum vivenciarmos divergências de opiniões, personalidades opostas, tipos variados de liderança ou até mesmo ruídos na comunicação. Esses fatores influenciam diretamente o clima organizacional de uma empresa. No ambiente de trabalho, saber gerir e conduzir esses conflitos de maneira que não apenas os resolva, mas também extraia oportunidades de melhorias, é um dos principais fatores de sucesso para os administradores de empresas.

Recognize Tensions 1. Facilitate Open Communication I create a safe space for team members to voice their concerns and ideas without fear of retribution. This helps in understanding the root cause of the conflict. It also promotes a sense of community. 2. Active Listening I actively listen to each team member's perspective, ensuring everyone feels heard and valued. This builds trust and opens up constructive dialogue. I create space for the team to listen and respectfully respond to one another. 3. Find Common Ground I encourage and facilitate the team identifying common goals and objectives that they can agree on, which helps align their efforts and reduce friction.

One can navigate power struggles by providing clarity. Clarity of purpose to each employee. Clarity of role(s) and procedure. Clarity of leadership. Providing clarity up front solves many problems before they begin. Clarity of purpose allows each employee to feel fulfilled and contributive. Clarifying roles allows each team member to work within the construct of the position they were hired to fill. When an overlap of duties exists, clarity of leadership provides decision, direction, and accountability. Well defined procedures and systems build clarity into the foundation which supports efficient and effective teams.

You need to know what kind of conversation you are having. - lead from curiosity - unnamed emotions hijack conversations. Learn to recognize and name emotions. - speak only for yourself (rather than claim to know what others may mean) - ask curious questions about other’s perspectives - conflict is not something you “win” - aim to deeply understand the other person’s point of view. Where are there commonalities and differences?

Whenever I face this kind of situations I try to speak privately with the conflicting member, invite him/her to state their points and try to understand them. As that new info comes, I take it as new elements and look how can I enrich the project position with this input. In my experience, many people just want to be heard, maybe they're not necessarily want to impose their point of view, many times is that they simply want to contrast with the current collective goal and sometimes I´ve found out that they may enrich the info available for the group. If I don't find these elements, I try to state and properly argument my position and if I'm not succesful I will minimize the contribution of that member with specific tasks and duties.

El diálogo y la comunicación son la piedra angular en la resolución de cualquier conflicto. Como humanos es nuestra responsabilidad saber escuchar y saber comunicar de manera asertiva. Dentro de los responsables del diálogo están los demás y luego estoy yo. Solo podemos controlar lo que hacemos directamente nosotros, (escucha activa, tono de voz postura corporal, semblante, mirada, etc). Si cumplo con mi parte y los demás están en la misma sintonía; aumentará la capacidad de influencia y los conflictos se solucionaran rápidamente, haciendo que los objetivos se logren rápidamente. Si los integrantes del equipo se enfocan más el otros y en buscar culpables provocaran la permanencia del conflicto. El líder siempre debe ser el mejor ejemplo.

Analizar las perspectivas es todo un arte. Permitirnos escuchar a los demás es enriquecedor pero si no estamos preparados puede ser agobiante también. Conocer a los integrantes de tu equipo en las reuniones 1 a 1, en los after y trabajando en conjunto te puede dar información de las motivaciones y las capacidades. Al momento de analizar las perspectivas es muy importante contrastarlas con hechos y con los resultados que suele mostrar una persona; de lo contrario podemos caer en falsas conclusiones. Creo que lo importante es discernir si los valores de la empresa y de las personas se encuentran alineados.

One of my favorite sayings to share back when I taught crisis prevention and intervention professional development was the ancient Chinese proverb stating, “There are three truths: your truth, my truth, and the truth.” Understanding this is key when analyzing perspectives. Being able to be flexible in your own thinking about a situation, or recognizing how your words or actions contributed to it (even if it was unknowingly on your part), goes a long way towards finding a resolution.

Compreender a melhor forma de estruturar uma equipe de trabalho e torná-la altamente eficaz é um dos objetivos primordiais das organizações. Uma maneira excelente de enfrentar esse desafio é delinear claramente as responsabilidades de cada membro da equipe. Resultados excepcionais estão diretamente relacionados a uma gestão eficiente.

Uma empresa dedicada ao sucesso reconhece que investir em treinamento e desenvolvimento traz benefícios para todos, pois criar planos de DHO evidenciam que a organização valoriza a atualização contínua e o progresso de seus colaboradores. Em resumo, delegar tarefas, mas também permitir autonomia em certos assuntos. Promovendo e incentivando a transformação ao atribuir responsabilidades e incluir seus colegas e principalmente desenvolver os colaboradores continuamente.

Identify the purpose and impact of the team members’ actions. Discuss the importance of the project and evaluate the difference each action can make. Define the roles and set boundaries clearly—-Ideally, anticipate and create a procedure, contract or policy that clearly defines all parameters before conflict could arise. Respect and acknowledgment of contributions must also remain even if some ideas were rejected or were not adaptable. It must be made clear to our team that ideas can be rejected when they don’t align to the purpose and this does not necessarily mean rejecting or putting down the person who contributed them.