In einem digitalen Strategieprojekt stehen Sie vor Teamkonflikten. Wie können Sie zur Lösung navigieren?

In my perspective, when devising a digital (or any for that matter) strategy , one should always consider risks. Having team conflicts are a possible risk and yet so often encountered. This, devising risk mitigation strategy in parallel is essential for the success of any digital project. Indeed, acknowledging issues exist is preliminary. A good leader listens and estimates value for the project first. However, team conflicts usually arise from lack of clarity and lack of clear goals and responsibilities. So clarifying goals, objectives and responsibilities is the it utmost important factor of success.

Address the elephant in the room - acknowledging the conflict. As the old adage goes - only wine ages well with time. As a leader it’s important to recognize and accept that there is a conflict before one can find a solution. Secondly create a sense of safety where team members can openly talk about the different facets of a conflict. Lastly measure in the views and start the process to get to the bottom of it.

The first thing is to acknowledge issues and what was the reason because of that it happened. It is most important to acknowledge the issue and then proceed to the next step.

To create an environment where everyone feels comfortable sharing their concerns, open conversations may not always be the best approach. While open dialogue promotes transparency within the team, some cultures, particularly in Asian countries, may discourage individuals from expressing their thoughts openly. In such cases, leaders should consider conducting regular one-on-one check-ins to ensure team members feel at ease sharing their views. This initial step can foster a sense of openness, allowing the leader to eventually encourage more transparent discussions. I have found this approach to be particularly effective in Vietnam and several other ASEAN countries where I have had the opportunity to work.

"Conflict" needs to be defined and not left at the level of feelings. Where boundaries are being pushed, invented or eliminated there are heart-felt and well-held views that can, logically, be in conflict. Some conflict could be seen as 'creative tension', so a clear reference to team/project objectives is needed. Conflict is always //behaviour//. So people need to be reminded to adopt behaviours that enable and accelerate success. Drawing a thread between a behaviour and a clear team outcome allows a leader to coach the team. Teams don't have to be friends, don't have to agree, can have varied work styles and don't have to like each other. However they do have to behave in a way that furthers the clear team goal.

Understanding the root of the conflict is key to effective resolution Explore whether conflicts arise from misaligned goals, communication issues, or resource competition. 1 - Dig Deeper ↳ Don’t just treat symptoms; uncover the underlying causes of the conflict. 2 - Encourage Open Dialogue ↳ Foster an environment where team members feel safe sharing their perspectives. 3 - Gather Insights ↳ Use team discussions to identify valuable insights that illuminate the core issues. 4 - Focus on Alignment ↳ Ensure everyone understands and agrees on project objectives to prevent future conflicts.

After acknowledging the conflicts , look into its root causes. - In digital strategy projects , conflicts can come from things like mismatched goals , poor communication , or competition for resources. - By Understanding these underlying issues helps you tackle the real problem , not just the surface issues. - Encourage open discussion so team members can share their views , which might reveal key insights into the core problem.

Before attempting to solve team friction, you need to do a quick analysis. Who seems to be at the epicentre of it? What is the issue being raised? Where and on what aspect of the disagreement does the biggest stand-off happen? When and at what inflection point do things get out of control? Like in all strategy, these are data points that help arrive at the solution. The ‘how’ needs to address the root cause - not the personalities. It takes strong leadership to build back team cohesion. Open dialogue, patient listening and frank views are required. Let it be known that the project comes first and that team players need to be responsible and ready to work it out. Look out for repeat flash points that demonstrate a pattern you can avoid.

I firmly believe that handling complex issues, including team conflicts, requires a methodical approach rooted in rationality and clarity. Combining the 5 Whys technique with an issue tree for problem solving is not just a strategy—it's a powerful tool for uncovering the root causes of any problem. The 5 Whys method allows us to dig deep by asking "Why?" repeatedly until we hit the core of the issue, while the issue tree breaks down the problem into manageable parts, making it easier to address. From my experience, the success of this approach depends on fostering a team culture built on rationality. When team members embrace logical and objective thinking, we're better positioned to analyze and resolve conflicts effectively.

Successfully analyzing a problem and identifying the true cause of a conflict means going under the skin. Only by exploring a subject deeply and bringing all those factors into the open can effectively resolve a project conflict. Coming from the Six Sigma Strategies, Fishbone Analysis helps a group drill down by first starting with a core conflict or issue and labeling that as the head of the fish on the diagram. Next, participants brainstorm the causes of the issue and add these as bones to the diagram. Add subcategories and additional bones to the fish by asking why these causes come up. After repeated rounds of brainstorming and discussion, a clear picture of what’s causing the core issue will emerge from multiple perspectives.

Once we have identified the KPI's causing the strategy to fail or slow down, we need to define clear cut short term and long term KPI's to bring the metrics back in shape for the strategy to become successful with planned time frame.

Once you understand the conflict’s causes , - set clear goals for resolving it. These goals should match the main objectives of your digital strategy project. Ensure everyone agrees on what a successful resolution looks like. This helps guide your actions and makes sure the solutions focus on achieving these shared goals , keeping the project on track.

Why are we doing this? What does our desired outcome look like? When do we have to have it done by? How will we do that? Who is involved? Unless everyone is one the same page with these the project carries risk.

No momento da discussão, vale a pena ampliar um pouco o foco. Sair da questão propriamente dita e "olhar do helicóptero", enxergando o quadro geral da empresa ou do projeto e a possibilidadde de resultados mais duradouros. Se o grupo enxergar um objetivo comum, se todos enxergam o mesmo lugar aonde se quer chegar, já é meio caminho andado.

Clearly articulate the project goals and desired outcomes. Ensure that everyone on the team understands and agrees on these objectives, providing a unified direction and helping to realign efforts.

The best way is always to Test and Learn. A savvy manager would hear thoughts from key members of the team and in case of different opinions, he/she would suggest to A/B test the ideas on the table that he/she would feel more strongly about. This makes the team 'feel heard' and also lowers risks of taking decisions based on assumptions, rather than hard facts.

Finding solutions should be a team effort. Encourage your team to brainstorm different ways to resolve the conflict. For a digital strategy project , this might mean reallocating resources , changing timelines or improving communication. Review each idea based on how well it meets the project goals and how practical it is given your constraints.

When you understand the issue, its cause, and what your limitations are in solving it, you can come up with a solution. Sometimes limitations can help you get creative in solving an issue, so don't see them as restrictive. They are simply there to guide you. Get creative and make sure everyone involved agrees to the final solution. When everyone is open to discussing the issue in a group setting, it may help to brainstorm ideas together and come up with something that works for everyone involved.

Carefully assess each idea, considering its alignment with project goals and its practicality within existing constraints. This inclusive approach not only empowers your team but also ensures that the chosen solution is both effective and achievable.

There will always be differing opinions in strategy and execution in just about every project. Each individual has the right to make their thoughts known within their realm of expertise. And as a leader of these projects I want that perspective. Each individual also has the ability to listen to the groups advice and make the decision to not cause conflict over certain items. Ultimately, a leader needs to foster an atmosphere of trust. Where team members trust they will be heard and trust in their team members expertise.

Adjusting team dynamics and educating stakeholders on the benefits and business cases, as well as how their roles will be impacted during implementation, is crucial. Additionally, defining success criteria with both tangible and intangible benefits is essential to establish a solid foundation for the successful implementation of a digital strategy

It is always better to get things straight right from the inception stage of the project (pre and post bidding). Involving all the stakeholders from the beginning will create accountability and develop healthy culture among team members. This will drive focus, dedication and sheer commitment of every team members as they will be clear about their roles and responsibilities. Such process change will lead to timely completion of project. It is always difficult to close the project even with multiple trackings when team spirit is missing.

When the stakeholders involved are supportive of the solution, they will be motivated to make it happen. Often, though, this step may cause a new issue because of the solution you are implementing. Stay mindful that every change to your project has a ripple effect, and may cause other challenges to arise. When you come across a new issue, immediately address it with the people who were involved in coming up with the first solution and come up with a way to incorporate a solution for the new issue into your approach. Address it as early on as possible to make sure the original conflict can be resolved.

From my perspective, implementing the chosen solution is the critical next step. This could involve revising the project plan or adjusting team dynamics to fit the new strategy. It's essential to clearly communicate roles and responsibilities, ensuring everyone is accountable for their part. By closely monitoring progress and being ready to adapt if needed, we can ensure the success of our digital strategy. The commitment of the entire team is vital to executing the plan and achieving our objectives.

Act on the chosen solutions by making necessary adjustments to workflows, roles, or project plans. Ensure that the changes are communicated clearly and that everyone understands their new responsibilities.

Continuously track the impact of the implemented changes. Schedule regular check-ins to review progress, address any remaining issues, and adjust strategies as needed to ensure ongoing resolution and project success.

Según mi experiencia el primer paso para resolver cualquier conflicto es escuchar activamente a nuestro(s) interlocutor(es) y avanzar en una conversación franca, realizando preguntas que ayuden a descubrir información valiosa sobre los verdaderos intereses de cada actor del conflicto, con el fin de encontrar puntos en común que aporten a una solución óptima para todos.

I would add a 7 step . Reward Team achievement. Recognising tge good work done by each individual for the success of the team will reinforce motivation in a work together spirit and solidify relantionships.

Como líder, me aseguro de estar al tanto estableciendo reuniones cortas de seguimiento, donde cada miembro me cuenta cómo va su progreso y si hay algún obstáculo. Además, uso herramientas de gestión de proyectos para ver el avance en tiempo real. También me enfoco en crear un ambiente de confianza, donde todos puedan hablar abiertamente si algo no va bien. Así, puedo actuar de inmediato y evitar problemas mayores. ¡Con buena comunicación y seguimiento constante, todo fluye! 😎

Implementar uma política de revisão de aprendizados é uma boa alternativa para mitigar que o mesmo conflito floresça novamente. Além disso, o processo e responsabilidades devem ser revistados e transformados em metodologia para evitar repetição de padrões