Managing Design Conflicts in Teams

𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗮𝘁 𝘄𝗼𝗿𝗸, 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗱𝗶𝗿𝗲𝗰𝘁 𝗼𝗿 𝗽𝗮𝘀𝘀𝗶𝘃𝗲-𝗮𝗴𝗴𝗿𝗲𝘀𝘀𝗶𝘃𝗲, 𝗶𝘀 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲, but it’s inevitable. Yet, many don't know how to handle it effectively. Once I got curious about what causes conflict, I realized most are rooted on 3 sources: 𝟭. 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗔𝘀𝘆𝗺𝗺𝗲𝘁𝗿𝘆: Conflict often happens when parties lack access to the same data. Their decisions clash because they’re not working with the same information. At Google Home, the e-commerce team and I didn't see eye to eye on a new service launch strategy. The economics impacted their channel performance, but after I shared the roadmap of future services that would offset the challenges, we aligned. With both teams accessing the same "data set", the conflict dissolved.     𝟮. 𝗣𝗵𝗶𝗹𝗼𝘀𝗼𝗽𝗵𝗶𝗰𝗮𝗹 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀: Sometimes, everyone has the same facts but different priorities. One side might focus on quality vs. speed. Having a common set of principles or philosophies helps drive alignment.     While leading the transition from G Suite to Google Workspace, we restructured features across 20+ apps. Each app team had different approaches, making alignment difficult. But once we agreed on principles—like target customers profiles per subscription tier—decision-making became much easier.     𝟯. 𝗘𝗴𝗼: Sometimes it's not about data or principles— it's personal. A party may feel slighted or passed over, leading them to derail plans (consciously or unconsciously). In such cases, escalation is often the best solution.     At Adobe, I worked to align product leaders on a strategy, but some personal grievances and turf wars slowed progress. Even with shared data and principles, the conflict persisted. Escalating to senior management helped resolve the impasse and get everyone on board. 𝗛𝗲𝗿𝗲’𝘀 𝗮 𝗺𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝘆 𝘁𝗵𝗮𝘁 𝗵𝗮𝘀 𝗵𝗲𝗹𝗽𝗲𝗱 𝗺𝗲 𝗿𝗲𝘀𝗼𝗹𝘃𝗲 𝗰𝗼𝗻𝗳𝗹𝗶𝗰𝘁: 𝟭. 𝗦𝗲𝗲𝗸 𝘁𝗼 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱: Identify the root cause: data gap, philosophical difference, or ego? Approach with empathy, curiosity, and zero judgment. 𝟮. 𝗔𝗹𝗶𝗴𝗻 𝗼𝗻 𝘁𝗵𝗲 𝗙𝗮𝗰𝘁𝘀: Share all relevant info. Ensure both sides work from the same set of truths. 𝟯. 𝗔𝗴𝗿𝗲𝗲 𝗼𝗻 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀: Once aligned on facts, agree on guiding principles. Debate principles, not the issue itself. 𝟰. 𝗪𝗼𝗿𝗸𝘀𝗵𝗼𝗽 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀: Collaborate on options, weighing pros and cons together. 𝟱. 𝗖𝗼𝗺𝗺𝗶𝘁 𝗮𝗻𝗱 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁: Choose a solution, document it, and share with all involved. Include names and dates—this adds accountability and prevents reopening the issue. 𝟲. 𝗘𝘀𝗰𝗮𝗹𝗮𝘁𝗲 𝗶𝗳 𝗡𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝘆: If all else fails, it's likely ego-driven and escalation might be necessary—and that’s okay when done responsibly. Next time conflict arises, don’t rush to fix it or let frustration take over. Step back, identify the cause, and handle it methodically. #leadership #conflict

Interview Conversation Role: RTE in #SAFe framework Topic: Conflict Management 👴 Interviewer: "Imagine the Product Manager and System Architect disagree over feature priorities, with the PM focusing on customer needs and the Architect concerned about tech debt. As the RTE, how would you handle this?" 🧑 Candidate: "I’d remind them to focus on the PI objectives and find a middle ground." 👴 Interviewer: "Say this disagreement is slowing decision-making, impacting team alignment, and morale is dipping. What specific actions would you take to mediate?" 🧑 Candidate: "I’d encourage both of them to think about the project’s overall goals." What a skilled Release Train Engineer should say: ------------------------------------------------------ In cases like this, it’s crucial to foster open, constructive discussions without losing sight of both customer value and technical stability. 🌟 I’d start by facilitating a conversation with the PM and Architect to unpack their priorities and establish a shared understanding. 📅 In a similar situation, I scheduled a conflict-resolution workshop with both roles, focusing on ‘value vs. sustainability’ using the Economic Framework. 🏹 We assessed the impact of each priority on the PI objectives, assigning weights based on business and architectural needs. The workshop helped clarify the ROI of tech improvements and immediate features, allowing them to make informed trade-offs. 🛠 To make it concrete, we identified one high-priority feature to advance and a critical refactor for the next PI. By reaching a balanced decision, we addressed urgent customer needs while setting a feasible path for addressing tech debt. 🚩 Impact: This approach helped restore team alignment, fostered trust between the PM and Architect, and improved the ART’s overall efficiency. ✍ As an RTE, my role is to mediate these discussions by grounding decisions in shared values and structured prioritization, ensuring both immediate and long-term value are achieved.

At Amazon, two of my top engineers had a shouting match that ended in tears. This could be a sign of a toxic workplace or a sign of passion and motivation. Whether it becomes toxic or not all comes down to how management deals with conflict. In order to deal with conflict in your team, it is first essential to understand it. A Harvard study has identified that there are 4 types of conflict that are common in teams: 1. The Boxing Match: Two people within a team disagree 2. The Solo Dissenter: Conflict surrounds one individual 3. Warring Factions: Two subgroups within a team disagree 4. The Blame Game: The whole team is in disagreement My engineers shouting at each other is an example of the boxing match. They were both passionate and dedicated to the project, but their visions were different. This type of passion is a great driver for a healthy team, but if the conflict were to escalate it could quickly become toxic and counterproductive. In order to de-escalate the shouting, I brought them into a private mediation. This is where one of the engineers started to cry because he was so passionate about his vision for the project. The important elements of managing this conflict in a healthy and productive way were: 1) Giving space for each of the engineers to explain their vision 2) Mediating their discussion so that they could arrive at a productive conclusion 3) Not killing either of their passion by making them feel unheard or misunderstood Ultimately, we were able to arrive at a productive path forward with both engineers feeling heard and respected. They both continued to be top performers. In today’s newsletter, I go more deeply into how to address “Boxing Match” conflicts as both a manager and an IC. I also explain how to identify and address the other 3 common types of team conflict. You can read the newsletter here https://lnkd.in/gXYr9T3r Readers- How have you seen team member conflict handled well in your careers?

🔹 Day 9 – Product Manager Interview Prep Series 🔹 Behavioral-Based Question 📌 Q: How will you manage a conflict or disagreement within your team? 🧠 Why is this question asked? Product Managers work at the center of cross-functional teams, where disagreements are inevitable—whether it’s with designers, engineers, or stakeholders. This question tests your emotional intelligence, communication skills, and ability to drive alignment without authority. Great PMs don’t avoid conflict — they manage it constructively. 🛠 How to approach it: Structure your answer with STAR method: Situation – Set the context Task – What was your role/responsibility Action – What steps did you take Result – What was the outcome Focus on these themes: • Active listening • Staying neutral and empathetic • Aligning on shared goals • Facilitating collaboration over forcing decisions • Avoid blaming or emotional reactions • Show maturity, patience, and people-first thinking ✅ Sample Answer: “In one of my past roles, I was driving a critical feature launch under intense time pressure. A disagreement arose between the design and engineering teams — design wanted a sleek interaction that required custom components, while engineering raised concerns over tech debt and timeline risk. I scheduled a joint session, where I gave both sides equal space to share their perspectives. I reframed the discussion around the shared goal: delivering a user-friendly solution without compromising quality or deadlines. We brainstormed a simplified version that retained the core experience and could be reused across modules, pleasing both teams. This experience taught me the power of listening first, aligning on objectives, and creating a safe space for compromise. The feature shipped on time and became one of our highest-rated experiences.” 💡 Pro Tip: Conflict isn’t a red flag — it’s a natural part of product development. What matters is how you de-escalate and bring people together. Highlight your ability to be the bridge, not the boss. 💬 How do you usually handle disagreements at work? Share your experiences 👇 #PMInterviewPrep #ProductManagement #BehavioralQuestions #ConflictResolution #LeadershipSkills #Teamwork #ProductThinking #LinkedInNewsIndia #Leadership #Teamwork #Collaboration #CareerGrowth #PMLife

Managing team conflicts, especially over a project approach, is never fun, but it's part of being a leader. How do you handle conflicts within your team? Here’s how I usually tackle it: Listen to Both Sides: Before jumping to conclusions, I make sure to hear everyone out. This also helps in getting to the root cause of the conflict. Analyze the Situation: After understanding the perspectives, I assess what's going on. Sometimes, it's not just about the project but underlying issues like communication gaps or resource constraints. Focus on Objectives: I remind the team of the overall goals and how each approach aligns with those goals. This helps to steer the conversation toward a solution, not just airing grievances. Bring in a Neutral Third-Party: If things are really heated, sometimes bringing in an unbiased opinion can really help. Decision Time: After all the discussion and analysis, a decision has to be made. I make sure it aligns as much as possible with the project goals and team’s input. Document and Communicate: Once a decision is made, I document the rationale and next steps, and make sure everyone is aware and on board. Review and Learn: After the project is completed, or the specific phase has passed, I sit down with the team to review what went well and what didn't. It's a learning opportunity for everyone. Conflict isn't always bad... sometimes it leads to better solutions. But the key is managing it effectively to ensure it doesn’t derail the project or sour relationships. #teambuilding #leadership #productivity

Have you ever experienced a conflict with a manager or team member? How did you resolve it? Conflicts are inevitable in product management, especially when working with cross-functional teams. I once faced a situation where an engineering lead disagreed with the product roadmap priorities. They believed a backend refactor should take precedence, while I was pushing for new feature development to meet customer demands. Instead of turning it into a debate, I took a collaborative approach. I scheduled a meeting to understand their concerns and listened actively. They explained how technical debt was slowing down future development, which I hadn’t fully considered. In return, I shared customer insights and business needs to highlight why shipping new features was crucial. - We worked together to find a solution—a phased approach that allowed us to allocate time for backend improvements while still delivering critical features. - This compromise not only resolved the conflict but also strengthened trust between product and engineering. - Conflict is about aligning towards a common goal. - Have you ever faced a similar challenge? How did you handle it? #productmanagement #teamwork #conflictresolution #leadership #collaboration

I don't class conflict as a "waste" because not all conflict is bad...but unresolved conflict can be VERY wasteful in organizational improvement efforts. As a Lean and Leadership Coach, I have worked with companies to develop systems and skills to reduce harmful conflict, in order to make continuous improvement a reality. People ask me - how do you know there's conflict in the first place? Do we have to assess it in some way? Short answer yes. The problem has to be visible. My own approach is to ask questions that help me understand it through my 1:1 interviews as part of my Discovery phase. Here's what I (and many studies) see as the 5 of the main causes of workplace conflict...and how to resolve them 👇 👉 Communication Conflict: Studies have found that 39% of workplace conflicts arise from communication differences. I coached 'Joan' who told me that she and her direct report ('Jim') only interact when there's a problem. They both want the same results, but they don't spend time together proactively figuring out how to get them. Resolve it through: ✔️ Holding regular 1:1 and team check-ins ✔️ Reviewing communication and information flow as part of process improvement efforts ✔️ Improving meeting management 👉 Values Conflict: Research indicates that 18% of conflicts are due to clashing values. I see it in teams all the time- 'Mark' valued speed and 'Greg' valued precision. It turned into personal conflict as they were both too set on their own values, to try and understand where the other is coming from. Resolve it through: ✔️ Focusing on shared goals and common ground. ✔️ Respecting different viewpoints ✔️ Investing in people and leader development, to develop these skills in everyone. 👉 Resource Conflict: Studies found that 33% of workplace conflicts are due to too much work without enough support or a clash over differing cross- departmental priorities. A simple example- the Sales team rush orders to hit targets but Operations burns out trying to deliver. Resolve it through: ✔️ Being fair and transparent about resources. ✔️ Prioritizing tasks when resources are limited. ✔️ Working together to find creative solutions. 👉 Personality Conflict: One study found that a whopping 49% of workplace conflicts are attributed to clashes between personalities or egos. This comes down to how people behave, how they judge others and their level of EQ. Resolve it through: ✔️ Learning about different work styles. ✔️ Investing in personal development ✔️ Investing in team EQ development and team bonding 👉 Role Conflict: Unclear roles and responsibilities can cause confusion and disputes. Approximately 22% of workplace conflicts is said to stem from unclear roles. Resolve it through: ✔️ Clearly defining roles and responsibilities. ✔️ Reviewing job duties regularly and using them in 1:1's. ✔️ Discussing and fix any role overlaps. How should we be dealing with conflict in our organizations? Leave your thoughts below 🙏

It’s Thursday! Let’s talk about SURVIVING DESIGN PROJECTS. Yesterday, Vitaly linked to an article of mine in a post about dealing with challenging stakeholders. The post identifies different types of stakeholders, using clever acronyms like the Zero Evidence But Really Arrogant (ZEBRA) and Works on Latest Fire (WOLF). That said, when assessing conflict on a project I generally avoid characterizing my stakeholders like this. People are complicated, and we have to work closely with them, so I’d rather give them the benefit of the doubt. Instead, I like talking about different *situations* we might encounter on a design project. That’s how Surviving Design Projects was born: inventorying all the situations that introduce conflict to the design process. Surviving Design Projects is a game I created to help teams practice their conflict resolution skills. It’s based on Apples to Apples, but it’s more of a storytelling game. In the game one person draws a Situation card and describes a scenario based on that card. Everyone else around the table plays a Pattern card from their hand, using it to describe how they would resolve the situation. For example, the first person plays the situation Irrelevant Comparisons, and then tells a story about folks relying on irrelevant comparisons – like making your enterprise time tracking software look like Apple’s marketing web site. Other folks around the table then play a Pattern card, telling a story about how they might use the pattern in the situation. Here are a few cards and how they might be applied: • Pick one thing: Instead of dismissing the idea whole-hog, identify one (or two) useful attributes of Apple.com – like the use of whitespace or the verbose navigation – and embed those in the design concept. • Make it real: Mock-up the enterprise software using Apple.com’s aesthetic, giving the team a chance to weigh in on the approach, or – better yet – test the concept with actual users. • Ask questions: Suppress the instinct to reject the idea and instead ask folks what they like about Apple.com, using their observations to derive meaningful design principles. The person who described the situation then picks which strategy they like best. The person who played that strategy wins the round and the next player goes. Dealing with these situations on a real project can be stressful. It can be challenging to choose the most productive path forward in the heat of the moment. Surviving Design Projects helps teams practice these skills when the stakes are low. I wrote the cards to be universal, in that the Situations can come up on just about any kind of project involving design. Likewise, there is no Pattern that matches a Situation perfectly. No design project is free of conflict. In working on creative things in creative spaces, you will have to resolve discrepancies in understanding and priority. Design depends on conflict. You will have to make space for coming into alignment.