Atualmente, vivencio esse conflito na equipe. Estamos passando por uma remodelação, o que tem gerado embates entre setores e dentro da equipe. Algo que tem dado certo é chamar os envolvidos para debater presencialmente, sem um script formal. Se o líder esperar um planejamento ideal e uma reunião agendada, muitas vezes a conversa nem acontece. Minha abordagem é resolver no ato: surgiu um conflito? Chamo rapidamente, todos expõem dificuldades e sugerem soluções. E na maioria das vezes, eles mesmos se entendem sem precisar de intervenção. Essa comunicação é a melhor solução. O mais importante é o líder trazer a visão macro do negócio, para que todos entendam o impacto das decisões na organização como um todo.

I’ve worked through this many times. And here’s the truth: not everyone will be 100% happy. When reorganizing, the goal isn’t symmetry—it’s functionality. Start by listening. Not just to preferences, but to what people value about their roles: 💬 What’s important to them? 🛠 What do they need to do their best work? Then build the plan from that, not from a perfect-looking org chart. Sometimes you’ll realize the skills you have aren’t evenly distributed. That’s okay. Don’t force balance for the sake of visuals. Ask: ➡️ What actually works for this group? ➡️ What makes us stronger together? A great org structure doesn’t look good on paper—it works in practice.

When your team is divided over a reorganization strategy, achieving unity requires thoughtful mediation and collaboration. Encourage open dialogue by creating a safe space for all perspectives to be expressed and acknowledged without judgment. Identify shared goals that align with the organization's vision, emphasizing common objectives that unite the team. Proposing a trial period for implementing different strategies on a smaller scale can offer practical insights and reduce resistance, allowing data-driven decisions to shape the final approach. How do you navigate conflicting opinions within your team to foster alignment and progress?

Reorganisation scheitert selten an Ideen, sondern an fehlender Verbundenheit. Standardlösungen wie Dialogrunden oder Pilotphasen greifen zu kurz, wenn sie nicht tiefere Ebenen adressieren: Vertrauen, Identifikation und Sinn. Einheit entsteht nicht durch Konsens, sondern durch geteilte Verantwortung. Statt Debatten zu moderieren, sollten Führungskräfte Räume schaffen, in denen Sinnfragen gestellt, Zweifel geäussert und neue Rollen mitgestaltet werden dürfen. Wer echte Beteiligung will, muss Kontrolle teilen und Unsicherheit aushalten, genau darin liegt das innovative Potenzial echter Reorganisation.

While mediation is crucial in navigating team divisions during reorganization, it’s essential to recognize that fostering a culture of open dialogue can be equally transformative. Encouraging team members to voice their concerns and ideas not only enhances engagement but also cultivates a sense of ownership in the change process. This collaborative approach can lead to innovative solutions that align with the organization's strategic goals, ultimately driving sustainable growth. Emphasizing transparency and inclusivity may challenge traditional top-down leadership models, but it can empower teams to adapt more effectively in a dynamic business environment.