Les hauts dirigeants sont divisés sur l’orientation du changement organisationnel. Comment allez-vous gérer les opinions contradictoires ?

Navigating conflicting opinions among senior leaders requires embracing open dialogue. The aim must be dialogue and discussion, not disruption Facilitate a safe space for leaders to voice their perspectives without judgment. Ensure factors like time are not restricting. Encourage active listening and mutual respect, ensuring that every opinion is considered. This fosters a culture of collaboration and understanding, making it easier to find common ground and move forward with unified strategies. By valuing each leader’s input, you demonstrate a commitment to inclusivity and collective decision-making, ultimately enhancing the quality and acceptance of the chosen direction.

Structured meetings or one-on-one conversations can serve as effective platforms for this dialogue. These settings provide the necessary space for leaders to express their thoughts and listen to others. The goal here isn't to win an argument but to genuinely understand the different perspectives that each leader brings to the table. This approach can reveal the underlying reasons behind their positions, which is often key to resolving conflicts and aligning goals

To navigate conflicting opinions among senior leaders on organizational change, initiate open discussions to understand each perspective fully. Seek common ground and bridge differences through compromise or consensus-building exercises. Use data and evidence to support proposals and emphasize the collective goal of organizational success. Foster a culture of respectful debate where all viewpoints are valued. Ultimately, aim for alignment around a shared vision while respecting diverse perspectives.

Realize uma reunião onde todos os líderes possam expressar suas opiniões de maneira aberta e respeitosa, estabelecendo regras claras para a discussão, incentivando uma comunicação construtiva e evitando conflitos pessoais, garanta que todos os líderes seniores se sintam ouvidos e respeitados durante a reunião.

conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal. For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought. This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

Um dos principais pontos de atenção ao lidarmos com situações em que existem divergências de pontos de vista é que todos compreendam, antes de mais nada, que existe um objetivo comum que deve visar o benefício da companhia como um todo e que é de interesse e responsabilidade de todos os envolvidos construir ações e soluções positivas, produtivas e efetivas a partir daquele conflito. Outro ponto bastante relevante é compreender que o que está em discussão é externo a todas as partes da divergência, como ideias, atitudes e posicionamentos, por exemplo, portanto não se trata de algo passível de se "trazer para o pessoal" por nenhum dos envolvidos.

Identifying common ground among diverse opinions is crucial. Focus on shared goals and values that unite the leadership team. Highlight areas of agreement and build on these foundations to create a cohesive strategy. This helps to bridge divides and align leaders towards a common purpose. Encourage compromise and flexibility, reminding everyone that the ultimate objective is the organization's success. You can mitigate conflicts and foster a more cooperative and productive leadership dynamic by emphasising unity and shared vision.

Realize uma sessão para identificar e listar os valores fundamentais que todos os líderes compartilham, como integridade, inovação, excelência no atendimento ao cliente, utilize esses valores como uma base para guiar discussões e decisões, defina objetivos comuns e pergunte a cada líder sobre suas metas e aspirações para a organização, identifique os objetivos comuns, como crescimento sustentável, melhoria da eficiência, expansão de mercado, etc., e mostre como diferentes propostas podem contribuir para esses objetivos.

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal. This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation. For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Clear and well-defined objectives are essential in resolving leadership conflicts. Establish specific, measurable goals that align with the organization’s vision and mission. Ensure that all leaders understand and agree on these objectives. This clarity helps to minimize misunderstandings and provides a clear framework for decision-making. By focusing on concrete outcomes, you can steer discussions away from personal biases and towards achieving the organization's strategic aims. This method ensures that everyone works towards the same end, reducing friction and enhancing collaborative efforts.

As leadership development coaches, we emphasize the importance of assigning roles based on each leader's strengths: Identify individual strengths, ensuring the most suited talent is addressing each aspect of the change. Empower leaders by recognizing and effectively utilizing their expertise, fostering a sense of ownership and buy-in. Encourage collaborative decision-making, appreciating varied perspectives to deliver well-rounded solutions. Celebrate milestones and acknowledge the contributions of each leader as part of the process. By optimally assigning roles and responsibilities, leaders create a unified force, driving change effectively and garnering unwavering support for the collective direction.

Organizational change is a gradual process, best approached incrementally. To successfully manage resistance and drive progress, consider these steps: Divide change into smaller tasks: Break down the overall change into manageable components. Communicate the vision: Share the purpose and benefits of the change with all members. Set milestones: Define clear, achievable short-term goals to assess progress. Celebrate wins: Acknowledge milestones to bolster motivation and confidence. Engage skeptics: Involve skeptical leaders in the process to witness benefits firsthand, transforming them into advocates. Adjust as needed: Remain agile in making necessary modifications based on instantaneous feedback.

Continuous evaluation and willingness to adjust are key in navigating conflicting opinions. Implement a process for regularly reviewing progress and outcomes. Encourage leaders to reflect on the effectiveness of their decisions and be open to making necessary adjustments. Do this at the outset itself. This iterative approach allows for flexibility and adaptability, ensuring that the organization can respond effectively to changing circumstances and feedback. By fostering a culture of continuous improvement, you enable the leadership team to evolve and refine their strategies, ultimately leading to more cohesive and effective decision-making.

“To navigate conflicting opinions among senior leaders, consider consensus-building workshops. These workshops create a structured space for leaders to voice their views, understand different perspectives, and align on shared goals. According to Harvard Business Review, consensus-driven approaches boost commitment and execution. Facilitated activities help leaders find common ground, develop unified strategies, and craft a collective vision for change. This not only resolves conflicts but also enhances teamwork and fosters a culture of collaborative decision-making, driving organizational success.” Source: Harvard Business Review, “The Benefits of Consensus-Building” (2019).

Differing opinions among senior leadership is a sign of a healthy team. If there aren't divergent opinions among leaders on something as important and complex as organizational change, either there isn't enough thought diversity on the team or you aren't pushing hard enough. Embrace healthy debate while creating a culture where leaders can commit to a decision even when they disagree. The secret to that is to build trust among leaders and show that each opinion is valued and considered even if it does not influence the chosen direction.