You're facing team conflict over new software architecture. How do you navigate towards a resolution?

- Active listening: Take the time to listen to each team member's concerns and perspectives. Make sure everyone feels heard and understood. This helps identify the root cause of the conflict. - Identify key concerns: Categorize the issues raised, whether they relate to technical feasibility, resource constraints, time constraints, or personal preferences. Understanding the specifics will help address them effectively. - Document the issues: Keep a record of the concerns and issues discussed. This will be helpful in systematically reviewing and finding solutions.

I would consider following, > Business outcome and problem statement should be revisited whenever in doubt. > Make sure to make the ambiguous UN-ambiguous. > Understand that its a team-work. > Do not work by ego. > Be open to perspectives, avoid bias for a technology that you are more familiar. > Be prepared to back by facts and expect everyone in the team to do so. > Be prepared to do a quick PoC, research on how the technical open forums discuss. > Use Mental models, decision modeling process to clarify any conflicts. > Prioritize architecture decision on the 'ilities order of importance for the project. > Make risks obvious that could de-rail the project - including cost, maintainability, support, documentation, vendor lock-in, etc.

To resolve team conflict over new software architecture, start by facilitating an open discussion to understand everyone's perspectives and concerns. Encourage active listening and respect for differing opinions. Identify common goals and areas of agreement. Use data and past experiences to evaluate the pros and cons of each proposed architecture. If needed, bring in a neutral third party or expert to provide additional insights. Aim for a consensus that aligns with the project objectives, and clearly communicate the final decision and rationale to the team.

Though all the above steps to be followed. 1. First need to understand the difference of opinion between the team regarding the Architecture. 2. Identify contentious components in the Architecture. 3. Promote dialog between the teams on the prospective solutions. 4. Encourage team to choose the best solution and come to a common conclusion. 5. See if the Architecture will able to fulfil the functional and non functional requirements. 6. If required take right decision and move forward.

Following seems to work for me, > Be aware of each ones strength areas on the team. > Ask difficult question that provokes careful deliberation. > Request specific inputs if participation is missing. > Ask open ended questions for capturing any missed points. > Trigger urgency for dialogue by focusing on risks to project. > Respect each individual for what they are and highlight team collaboration. > Build open candid platform for exchanging ideas and concerns which should not need a formal meeting, or any specific time. > Understand that no amount of communication is enough. > Focus on the bigger outcome and value delivery.

Promote dialogue between everyone on the team to choose the best architecture that best meets the project requirements, both functional and quality, and also takes into account the restrictions that the project has.

Managing this stage is one of the most difficult. Evaluating feature lists and comparing them to requirements is a logical exercise. Making the decision on which design to go with is often emotional. If you are in charge of the project or product, it's your job to take the feedback of your advisors and stakeholders - but, ultimately, the decision is yours to make (at the authorization of the organization's leadership). The only wrong decision you can make here is to wait for consensus between stakeholders and advisors. There will always be a caveat, there will always be a straw man, there will always be conflict. Determine what is best for the project / product / organization - then unapologetically head towards that goal.

Everything depends on many factors and there is no one solution in software architectures chosen or designed to be implemented, so inevitably there will be conflicts within the team or between teams. Of course you can use feedback as a learn tool, so always be in a feedback self-reflection and learn mode, in all the phases of the projects (from design to implementation and maintenance, or what you are responsible for), for current project or future projects.