Ceritakan kepada saya tentang satu masa apabila anda menengahi konflik serius antara ahli pasukan.

Question

Accepted Answer

Ini menguji **penyelesaian konflik sebagai pemimpin** — tetap netral, membongkar isu sebenarnya, dan membina semula hubungan kerja, bukan hanya menenangkan permukaan. Gunakan **STAR**.

## Cara mendekatinya

```text
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
```

## Contoh yang telah dijalankan

```text
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.
```

## Baik vs lemah

```text
✓ Neutral, finds the root, rebuilds the relationship
✗ Picking a side to end it fast
✗ Forcing a fake handshake with no real fix
```

## Mengapa penting

Konflik yang tidak diselesaikan meracuni pasukan secara senyap; mengatasinya secara terbuka melindungi penghantaran dan semangat.

Sampai ke *akar* (proses, pemilikan, keperluan) menghalang pertengkaran yang sama daripada berulang.

Keupayaan untuk menengahi dengan tenang di bawah ketegangan adalah kemahiran kepimpinan teras yang sukar dipalsukan.