How can you effectively address conflicting opinions during team discussions in a virtual setting?

It's quite simple. You have clear operating procedures laying out exactly how your company or organisation is to operate, and how you want it to be seen and perceived by the public and that you expect your team to be onboard and accept those procedures before you even onboard them. What would be the point of onboarding team members that don't share your vision or goals ?? Your end game. ?? They are just not going to work well with you and create more problems than sollutions. So simply don't recruit them. And if you do manage to get some! be swift and and get rid as soon as possible so it can't contaminate the rest of your team. It's like playing football and having 22 team players where one of them prefers cricket

Setting clear ground rules at the beginning of each virtual meeting to set the benchmark tone of the meeting. Differences of opinion happen, due to the democratic right of each individuals right to voice a concern, constructively criticise in a professional way and disagree professionally with another’s view. However: utilizing predetermined variables to silence non constructive and or abusive behaviour/disruption can be easily rectified in the following manner. 1/ use the waiting room for a cool off period for both parties (in the case of a non constructive argument situation). 2/ communicate by other predetermined means with all parties whilst in the waiting room the ground rules of the meeting. “Part two coming”

Dies ist unter Anderem eine Möglichkeit im ersten Schritt Wiedrrsprüche sachlich zu benennen um im weiteren Verlauf Wirkungskräfte hinter den widersprüchlichen Aussagen aufzudecken und somit den Perspektivenwechsel zu ermöglichen.

¿Cómo empezar una discusión sin acabar en un conflicto personal? - Es imprescindible ser Objetivo: hablar de datos, hechos, comportamientos y resultados. Si se explicitan o deben exponerse emociones y percepciones, siempre acompañadas de conductas. - Tener claro los caminos comunes y Metas Supraordenadas: las partes tienen que priorizar el foco común antes que las diferencias individuales; el todo es más que la suma de las partes. - Orientar a la Tarea. Las investigaciones demuestran que los Conflictos de Tarea son constructivos y los Conflictos de Relación son los que se personalizan y negativos para el equipo. Es importante mantener el conflicto orientado a la tarea; y parar y redirigirlo en caso de que se dirija a temas personales.

Whether in a virtual or in-person setting, teams, especially those from varied cultural and professional backgrounds, will have opinion clashes. Unlike in-person settings, the virtual environment can feel impersonal and distant. To avoid this, a ground rule to keep cameras on should be a prerequisite for a team session. Then, the rules for opinion exchange should be set, and time to speak, listen, and ask questions should be skillfully moderated. Conflicting opinions should be communicated in a constructive manner, and it is up to the team lead to ensure that the discussion does not transform into chaos or a blame game.