บอกเราถึงเวลาที่คุณได้ทำหน้าที่เป็นผู้ไกล่เกลี่ยในข้อขัดแย้งที่ร้ายแรงระหว่างสมาชิกของทีม

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.