Niambie kuhusu wakati ulipoweza kupatanisha mgogoro mkubwa kati ya wanachama wa timu.

Question

Accepted Answer

Hii inajaribu **kutatua migogoro kama kiongozi** — kubaki neutral, kufichua suala halisi na kujenga upya uhusiano wa kazi, si tu kubana uso. Tumia **STAR**.

## Jinsi ya kukamatia

```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
```

## Mfano uliofanikiwa

```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.
```

## Vizuri dhidi ya dhaifu

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

## Kwa nini inakuwa muhimu

Mgogoro ambao haujakomea huoza timu kwa kimya; kushughulikia moja kwa moja kulinda utoaji na morale.

Kufikia *mzizi* (mchakato, umiliki, mahitaji) huzuia mgogoro sawa kutokuwa na kurudia.

Uwezo wa kupatanisha kwa hadhari chini ya gezo ni ujumbe wa utawala wa msingi ambao ni ngumu kuzifanya.