Dealing with conflicting opinions on transaction delays. Can you navigate internal team tensions effectively?

One thing I have found helpful is throwing away emotions and staying professionally impartial with an open mind to hear what the issues are. It is good to do a deep dive into the root cause of the issue and collectively help each team members understand what their expected role is to ensure hiccups are quickly tackled where possible with a clearly defined resolution plan. In addition it is important to seek common grounds to ensure all team members are working towards achieving a common goal.

Start by acknowledging the transaction delays and the concerns from each side. Encourage team members to voice their opinions in a respectful and constructive manner. Give everyone a chance to explain their perspective, ensuring no one feels dismissed. Active listening will help uncover the root cause of the conflicting opinions and ease any misunderstandings. If the conflict stems from different departments (e.g., operations vs. IT), create small cross-functional teams to collaborate on finding solutions. Use performance metrics and transaction data to objectively analyze the situation, rather than letting personal opinions dominate the conversation. This can depersonalize the conflict and focus on facts.

The thing I found helpful is to listen to team members separately and find the reason behind suggestions and share it with others and came up to and public accepted agreement. This makes people’s more concerned about the issue. In the other hand sometimes you need to act super sonic and this type of negotiation ability as a team would return a low risk solution. Two brain always are better than one brain.

In such scenarios, it is often useful to let the two teams with Opposing views work together and come up with a recommendation. Team A explains their perspective to Team B and Vice versa. This allows both teams to clearly see what are the drawbacks or the missing elements in their respective arguments. This process accomplishes few things: a. A greater degree of learnings across teams, (during the explanation and cross verification) b. Builds a greater degree of trust with the leadership team, as you they are perceived as impartial. c. Forms a culture where both sides of an argument feel their opinions are being listened to. "Culture eats strategy for Breakfast" so any scope to foster better culture can only mean a good thing.

Quando o assunto é discórdia, as emoções devem ser deixadas de lado. O mais importante no momento deve ser encontrar uma solução para o problema. Esse precisa ser o foco da equipe. A ideia é trabalhar juntos para encontrar a devida solução