Como você lidaria com pontos de vista conflitantes entre os membros do grupo em relação às mudanças propostas?

Demonstrate empathy as you hear both viewpoints. As you hear the different perspectives, try to look for common ground and what is most important to each group. Strive for a reasonable middle ground if possible, or a set of criteria to decide on next steps. It’s possible feeling heard is more important too. In many instances, a decision doesn’t have to be permanent- sometimes positioning a near term path forward as an approach for a defined timeframe, after which the team can reassess, helps support agreement.

Cada profissional carrega um conjunto de informações e vivencias que formam sua opinião. Decisões bem estruturadas tem de ser discutidas sobre diversos pontos de vista, para que não sejam frágeis. Porem, mais importante é que ao final da discussão, os participantes respeitem o que foi decidido e sejam multiplicadores desta decisão.

From my experience, and a real case scenario - Scenario: A team is discussing a new marketing campaign. One member prefers a social media focus, while another favors traditional print advertising. My Approach: The team leader creates a safe space for discussion, encouraging both members to explain their reasoning. They identify the campaign's overall goal (increase sales) as common ground. They brainstorm combining both approaches for maximum impact, potentially targeting different demographics. Finally, they decide on a hybrid campaign, combining social media and print, with key performance indicators to measure success. Remember, the goal is to manage it constructively to reach a mutually beneficial outcome.

Handling conflicting viewpoints among group members is a critical aspect of change management. By embracing diverse perspectives, establishing clear communication channels, practicing active listening, and facilitating constructive discussions, you can turn conflicts into opportunities for innovation and growth. Implementing decision-making frameworks, fostering a culture of collaboration, providing conflict resolution training, and leading by example are key strategies to ensure successful change management. Embrace conflict as a catalyst for positive change and drive your organization towards a brighter future.

The key point for handling conflicting viewpoints is not to discourage anyone by simply declining their viewpoints. We should patiently balance different viewpoints by analysing the validity of their viewpoints with supporting theories, technical points and best with real life examples, wherever available. After giving the final conclusion or decision based on the different viewpoints, appreciations should also be offered to all participants who have contributed their viewpoints to encourage them expressing their viewpoints again next time.

Hearing everyone’s view and their why will ease the tension in the group.After the dialogue, ground the group in the goal to achieve an end result that serves the need.

Dialogue is difficult when all the participants aren't in the same pool of shared meaning. Helping your team members see that they have similar goals and desires helps create open dialogue. Many times we like to tell ourselves stories that people with conflicting viewpoints have bad intentions or are against us. If both parties can see they both want the same things, collaboration is much easier.

Acredito que desenvolver a capacidade de escutar opiniões divergentes e ser capaz de capturar informações de forma a torna-las complementares é um dos maiores desafios quando se debate algo. Falar é mais simples que ouvir.

Communication is so critical to the success of a team. This technique should be taught to all employees in any organization especially when some employees will become Managers and having this skill will allow them to be great Team Leaders thereby reducing conflicts in the future.

It is critical for a group to explore different viewpoints in an open and democratic meeting. Everyone can raise their own ideas, concepts, and understandings about the proposed changes without any hesitation to express and any extreme criticism. Fostering that, new insights and perspectives can be figured out, and the fundamentals of changes can be throughly understood, accelerating positive adjusted changes.

Most people have never been taught how to handle change in a healthy way. Change is generally viewed as a negative and can make people feel like they have most control of a situation. To allow people/ teams/ groups to embrace change, start to get them to think about the ways that they still have control or can influence the proposed or upcoming change. This shift in perspective empowers individuals to reduce fear and take their power back from what might have otherwise felt like a disempowering situation.

This is another great piece of advice. Using the KISS (Keep it simple simple) technique allows for employees to be creative and come up with solutions that surprise even themselves. The facilitator also gets an opportunity to hear solutions that he/she had not even thought about.

Toda ação gera uma reação, e por vezes, reação adversa. Reunir um grupo de trabalha em que diversas áreas estejam representadas por profissionais que possuam capacidade técnica e analítica para juntos discutir e construir a tomada de decisão minimiza imensamente os impactos indesejados que determinadas mudanças poderiam ocasionar.

From my experience, generating consensus among group members with differing viewpoints, especially in today’s remote work environment, can be helped by creating a Collaborative Decision-Making plataform. This platform should facilitate structured, anonymous input submissions and use AI for categorization and analysis of viewpoints. It should organize virtual roundtable discussions with a neutral moderator, employ a pros and cons voting system, and utilize consensus-building tools like SWOT analysis and "dot voting" to prioritize issues or solutions. These tool will help break down complex problems and build consensus by highlighting the most critical aspects, fostering collaboration, and ensuring all voices are heard and considered.

Building consensus is simple if done for each part of the facilitation. Do it in small chunks. That way one does not have to go through the whole facilitation trying to get consensus when people are tired.

Building consensus requires skill in promoting a cohesive purpose. In any setting, people from different backgrounds bring their own perspectives, making a unanimous decision nearly impossible. To build consensus, first, contextualize the topic to ensure everyone understands the issue. Second, value feedback in an open, honest, and respectful manner. Allow decision-making members to defend their viewpoints. If people don’t feel their opinions matter, they won’t engage in the process. In my career, seeking unanimous consensus often felt autocratic. At General Electric, I learned from a leader quoting Jeff Bezos that the goal is to ensure commitment once a decision is made, despite disagreements. The famous "disagree, but commit."

After reaching a consensus, focus on implementation. Help the group develop a clear action plan: Create a detailed plan with specific steps, timelines, and responsibilities. Assign clear roles to each team member. Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) to track progress. Establish a communication strategy for regular updates. Anticipate potential obstacles and develop contingency plans. Ensure team members have necessary resources and support. Monitor progress and adjust the plan as needed. Celebrate milestones to maintain motivation. Document lessons learned for future projects. A well-executed implementation plan achieves desired outcomes.

To implement decisions diligently, it is essential to integrate the team that will execute the action plan. A team-building event is highly recommended in this case. This plan must be clear and specific, defining responsibilities for each action, as well as deadlines, and it must be constantly monitored. Assigning tasks only to competent personnel, the famous delegation, is a basic function of any leader who wants to proceed with an effective implementation plan. In summary: a clear action plan, open communication, commitment to defined roles, and continuous support are fundamental to ensure that the agreed decisions are successfully executed and that the team remains cohesive and focused on common goals.

After thorough discussion, make informed and balanced decisions that consider the input from all group members. Clearly communicate the rationale behind the final decision to ensure transparency and buy-in from the team.

I believe that evaluating the level of success and even the failure of our endeavors, revisiting conflicting viewpoints, can help in the decision-making process for the future. When I was in charge of supervising trainees in GE's leadership program, highly talented junior engineers but with little work experience, they clashed with more seasoned professionals, resulting in a common generational clash when we put them on the same team. Having experienced these conflicts when I was a junior analyst, I found that debriefing meetings were a valuable way to apply coaching principles, aiming at reconciliation between parties, seeking continuous improvement, and demonstrating how divergent thoughts could actually be complementary.

After implementation, review the outcomes and gather feedback from the group to identify lessons learned and areas for improvement. This reflection helps to refine future decision-making processes and fosters continuous improvement.

A tool I’ve used for reflection and learning in some instances is Fun Retrospectives. After reaching a consensus, I organized a feedback session where the team reflected on the process and shared their experiences via videoconference, while also using the tool. This tool facilitated an open discussion about what worked well, areas for improvement, and key learnings. This reflection not only consolidated our learning but also strengthened the team's ability to handle conflicts in future situations.

Shared view of current situation would help. Then jointly created visual presentation of the preferred Future; the purpose and vision. Dialogue based on them would create shared view of How to reach the Future. Then define the roles of key players and talent needed to succeed. After that there is less room for opposite views…✅🍎

Escuchando abierta y activamente el pensamiento y la posición de todos los miembros del equipo, tomando todos los puntos de vista, validando su opinión y recién ahí dialogar como avanzar.