Esto prueba la resolución de conflictos como líder — mantenerse neutral, sacar a la luz el problema real y reconstruir una relación laboral, no solo calmar la superficie. Usa STAR.
1. Talk to each person separately first — understand both sides
2. Find the real issue (often process or unmet needs, not personalities)
3. Bring them together on shared goals and ground rules
4. Agree on concrete changes and follow up
S: Two senior engineers stopped collaborating after a heated design dispute.
T: It was slowing the project and souring the team.
A: I met each privately, found the root was unclear ownership boundaries, then
facilitated a session focused on dividing responsibilities, not relitigating
the design. We agreed on an interface contract between their areas.
R: They resumed working together; we shipped on schedule and added a lightweight
design-review step to catch such disputes early.
✓ Neutral, finds the root, rebuilds the relationship
✗ Picking a side to end it fast
✗ Forcing a fake handshake with no real fix
El conflicto sin resolver envenena los equipos silenciosamente; abordarlo de frente protege la entrega y la moral.
Llegar a la raíz (proceso, propiedad, necesidades) evita que la misma pelea se repita.
La capacidad de mediar con calma bajo tensión es una habilidad de liderazgo fundamental que es difícil de fingir.