Don't resolve it, manage it. If the conflict isn't personal, use the energy from the conflict to generate better ideas and implementation. Task conflict can improve the change as long as it's managed/facilitated well.

Ownership and commitment is built through involvement. To align a divided team over a new change initiative, start with open communication. Address concerns and listen to all perspectives. Clearly articulate the vision and benefits of the change to gain early adopters. Encourage involvement by assigning roles that empower team members and utilize their strengths. Foster an inclusive environment where feedback is valued, and adapt the strategy if needed based on constructive input. Lead by example, demonstrating commitment and enthusiasm for the change. Recognize and celebrate small wins to boost morale and reinforce positive progress. Maintain transparency throughout the process, keeping the team informed of updates and achievements.

Support and coach team by :- *Acknowledge needs of the team *Emphasise the value,vision, mission *Praise teams effort and appraise the conflict with a win win of common ground *Ensure everyone are free to speak without FEAR *Acknowledge stake holder leadership and trust *Set parameters to promote open communication, feedback , critics focus on transparency guided by myself *360 feedback approach on matter of disagreement, obtain cross team input *Clearly define the agreed outcome or the possibilities *Ensure inclusivity, praise the wins all members, obtain unified acknowledgment when eliminating misconception , negativity *Celebrate outcome of common collaboration and team efforts aligned to Value , Vision and Mission

To successfully implement change, it’s essential to address the core concerns that drive resistance. I use a structured approach built around three key questions: • WIII – Why is it important? Aligning the change with the organization’s goals and values helps create a shared understanding of its necessity. • WIIFM – What’s in it for me? People embrace change when they see personal or professional benefits. Addressing these motivations fosters engagement. • WIIDH – What if it doesn’t happen? Highlighting the risks of inaction clarifies the urgency and impact, making the case for change more compelling. By guiding the team through these questions, I uncover the root of the conflict, and address concerns constructively.

*Acknowledge Concerns and Create a Safe Space for Dialogue *Clarify the Purpose and Vision *Identify Common Ground *Address Misconceptions and Provide Transparency *Involve Key Stakeholders in the Process *Communicate Small Wins and Progress *Adapt Based on feedback By leading with authenticity, clarity, and inclusivity, you can transform resistance into commitment.

To resolve the conflict regarding the new change initiative, I would first facilitate an open discussion where team members can express their concerns and perspectives. This encourages active listening and understanding. Next, I would seek common ground by identifying shared goals and values. Together, we can explore compromises and alternative solutions that incorporate diverse viewpoints. Finally, I would promote a collaborative approach to implement the change, ensuring everyone feels heard and invested in the outcome.