Innovation can happen IF it's a healthy conflict. To determine if you're off to a good start, assess whether everyone in your team is on the same page and working to address the same issues. You don’t have to choose between idea X or idea Y. Sometimes the best way is to combine both. Remind your team however that it’s not about whose idea wins but what’s best for the team and the people we’re serving.

Stop trying to win. Start trying to build. If the team is divided, the problem isn’t innovation—it’s ego. Progress doesn’t need a unanimous vote. It needs a way forward that honors what people actually care about. Start with this: 💬 What’s everyone really afraid of losing? 🧠 What problem are we all trying to solve? 🎯 Where’s the overlap? Now prototype both paths—or better yet, combine them. Run a short experiment. Let the data (and the team) decide what sticks. Innovation thrives when people feel heard. Not when they’re forced to pick sides.

I believe that the a vision & goal is what unites us, but a visionary leadership holds us together. Diverse team is the best thing you can ask for in an innovative team. Goals should stem from the common inspirational vision we all share. Each team member should have a say and the team should be a safe place where they can voice disagreements. It is the responsibility of the leader to make sure such an environment is provided. Bring ideas, debate, discuss and chose the best route.

Quando uma equipe se divide diante de ideias conflitantes, o caminho para o progresso passa pela escuta ativa e pela construção de confiança. Entender o ponto de vista de cada pessoa - especialmente das mais influentes - permite encontrar pontos de convergência e propor soluções que conciliem interesses. Nesses momentos, o trabalho de bastidor também faz diferença: conversar previamente com as partes envolvidas, buscar alinhamentos antes de reuniões formais e construir acordos fora do palco principal. Quando bem feito, esse processo torna os encontros mais objetivos, produtivos e com muito menos chance de ruído ou impasse.

This questions has another question built in, and that is, "Does the team agree on the final objective?" If so, then often times listing out the pluses and minuses of the different paths can lead to a better-informed decision. If the team doesn't agree on the final objective (as in, one part of the team wants one outcome and the other part of the team wants something different), then it becomes a time to weigh out the benefits of one result over the other. Mapping out the steps to the desired outcome (in both of these scenarios) can help give more clarity to which option will be the best path. In the end, it's not about who was on which side of the options, but rather it being a win for the team overall.