Interviewere vil gerne se, at du kan være uenig professionelt, fokusere på problemet snarere end personen, og nå til et brugbart resultat. Brug STAR-metoden til at holde dit svar konkret.
S → set up the disagreement briefly (what, with whom)
T → what needed to be decided or resolved
A → how you listened, shared your view, and found common ground
R → the outcome and what the team gained
Det vigtige træk: vis, at du søgte at deres begrundelse, før du pressede din.
S: A teammate wanted to skip writing tests to hit a demo date.
T: We had to ship something stable without burning the deadline.
A: I asked what worried him about the timeline, then proposed testing only the
two riskiest paths. I framed it as protecting the demo, not slowing it.
R: We shipped on time, the demo didn't crash, and we agreed on a testing
baseline for next time.
✓ Focus on the issue, not personal blame
✓ Show you listened first
✓ End with a resolution and a lesson
✗ "I was right and they finally agreed"
✗ Avoiding conflict entirely / no real disagreement
Uenighed er normalt på sunde teams.
Hvad ansættelsescheferne frygter, er nogen, der gør det personligt, eller som øjeblikkeligt giver efter.
At vise nysgerrighed over for det andet synspunkt signalerer følelsesmæssig modenhed — en egenskab, der betyder mere, når du vokser.
En ren løsning beviser, at du kan holde relationer intakte, mens du stadig slår til lyd for god engineering.