通過更多瞭解對方來解决跨部門問題

隨著公司的成長，它們自然會拆分一個個部門，而這些部門之間相互競爭的感覺很常見。但跨部門的緊張關係不一定會妨礙團隊的成功。如果你領導的某個職能部門在歷史上與另一個部門有過衝突，請聯系其他部門的同事，讓他們知道你希望更好地合作。

第一步是雙方瞭解對方的工作。花點時間討論你的部門做什麼，以及你的團隊如何互動。（你可能會聽到這樣的話，“我不知道你會那樣做！難怪我們的要求會讓你發瘋。”）

仔細考慮一下你需要一起做的决定，然後决定誰會得到最後的決定。

您可能還需要確認部門之間的歷史包袱。這些對話的目的是建立相互尊重並致力於集體成功。

四招化解團隊分歧為生產力

衝突可能會讓人不舒服，但如果我們一直彼此同意，我們就找不到最好的想法或找到最好的解決方案。作為一名經理，你的工作就是幫助團隊成員學會如何有效地表達不同意見。以下是保持辯論專業性和主題性的一些規則：

1. 請記住，我們都是同一個團隊的成員。談話的目的不是讓一個人被證明是正確的或“贏得”爭論。目標是一起解决這個問題。
2. 堅持事實。確保人們用清晰、合理的邏輯來捍衛自己的觀點，而不是用修辭手段或大聲說話。
3. 不要把它當成個人的。不要打電話、攻擊他人，也不要問“你怎麼能相信？”“ 要假設每個人的意圖都是好的。
4. 保持謙虛，尊重每個人的觀點，並在必要時樂於改變自己主意。

讓衝突更舒服（也不那麼可怕）的練習

健康的工作文化需要健康的衝突。但如果人們把衝突僅僅看作是人際問題，就很難產生建設性的分歧。幫助你的團隊理解工作中不同角色之間應該存在一定程度的緊張關係。

這個練習可以幫助你：畫一個圓，然後把它分成楔子，每個角色一個。與你的團隊討論：每個工作的獨特價值是什麼？這個角色為哪些利益相關者服務？這項工作的責任給其他人帶來了什麼壓力？把答案寫在楔子裏，然後用它們來討論為什麼不同的角色會自然而然地相互衝突——為什麼沒關係。

例如，銷售和運營之間可能存在緊張關係，因為銷售部門在尋求新的客戶解決方案的同時，運營部門試圖創建一致性和效率。你的團隊將開始發現他們視為人際摩擦的衝突實際上是健康的、基於角色的緊張。

如何讓爭議雙方達成共識？

縮減爭議雙方的見解差異，是個管理上的挑戰，但是這是多數領導者在職業生涯中多少會遇到的。 

以下是讓爭議雙方達成共識的建議作法： 

1. 對爭議的問題達成共識，但是避免立即達成解決方案，因為這通常就是雙方爭議的源頭。
2. 找出幾個解決方案。讓雙方一起腦力激蕩討論。鼓勵雙方提出各種點子而不要做判斷或分析。
3. 指定跨派代表組成評估小組。這可以評估出各種方案的成本與利益。
4. 實施立即可行的結論。對評估小組代表得到的幾個雙方可接受的意見，立即實施。通常這是雙方求同存異的妥協結果。

How can the two sides reach a consensus?

Reducing differences of opinion between the two sides of the dispute is a managerial challenge, but this is how many leaders will encounter in their careers.  

Following are the suggestions for consensus between the parties to the dispute:

1. Achieve consensus on disputed issues, but avoid reaching immediate solutions, as this is usually the source of disputes between the two sides.
2. Find several solutions. Let both sides brainstorm the discussion. Both sides are encouraged to come up with ideas without judgment or analysis.
3. Appoint cross-delegates to form assessment teams. This can assess the costs and benefits of various schemes.
4. Implement immediate and feasible conclusions. Several mutually acceptable opinions received by the representatives of the assessment team shall be implemented immediately. Usually this is a compromise result of seeking common ground while reserving differences between the two sides.

要使衝突和緩，避免成為個人化

衝突是與他人合作中合作的正而健康的一部分。然而，我們中的許多人不惜一切代價避免它—— 通常是因為覺得自己這衝突個人的。

為了更好地解决分歧，並獲得有生產力衝突的好處，讓我們摒弃所有關於你的想法。如果你認為你對有生產力的衝突感到滿意，你會鼓勵你的團隊，即使不同意，也可以提出他們的想法。

為了使工作衝突遠離個人，想想大局和企業的需要。例如，在目標和過程上經常出現分歧。

當你和一個同事對某事有不同的看法時，問問你自己：為什麼會有這種意見分歧？是一個重要的辯論？它將如何幫助你正在工作的組織或項目？

你越能把衝突集中在商業上，你就越有可能以有益於每個人的獲得解決問題的作法。

To Get More Comfortable with Conflict, Stop Making It Personal

Conflict is a normal, healthy part of working with other people. And yet many of us avoid it at all costs — often because it feels personal.

To get more comfortable with disagreements, and to reap the benefits of productive conflict, let go of the idea that it’s all about you.If you model that you’re comfortable with productive conflict, you’ll show your team that it’s OK to disagree, encouraging people to raise their ideas.

To move a work conflict away from the personal, think about the bigger picture and the business’s needs. Disagreements often arise over objectives and processes, for example.

When you and a colleague have different views about something, ask yourself: Why is this difference of opinion an important debate to have? How will it help the organization or the project you’re working on?

The more you can keep a conflict focused on the business, the better chance you have of resolving it in a way that benefits everyone.

耐心、開放地解决拔河戰爭

如果你和一個同事正在為誰擁有一個項目或誰來决定如何使用你的團隊預算而爭執不休，你可能會感到沮喪或受到威脅。但是生氣不會幫助你達成一個決議。

忘掉贏或輸的模式；通過關注共同目標來完成任務。

試著向別人展示你是開放的，你想要什麼對組織是最好的（並確保這是真的）。不要認為同事是你的死敵，這可能是錯誤誘導。

他們多半不會真的要和你起衝突，優勢人們只是必須虛張聲勢。如果你們兩個想不出前進的方向，請老闆參與進來。

最重要的是要有耐心。解决拔河問題可能需要一些時間，所以不要試圖強迫決議。

Resolve a Turf War by Being Patient and Open-Minded

If you and a colleague are in a tug-of-war over who owns a project or who gets to decide how to use your team’s budget, you might feel frustrated or threatened. But getting angry won’t help you reach a resolution.

Forget the win-lose paradigm; approach the situation by focusing on a common goal.

Try to show the other person that you’re open-minded and that you want what’s best for the organization (and make sure that’s true). And don’t think of the colleague as your mortal enemy, tempting as that may be.

Chances are they aren’t out to get you — sometimes people’s responsibilities simply conflict. Ask your boss to step in if the two of you can’t figure out a way forward.

Most important, be patient. Addressing the tug-of-war is likely going to take some time, so don’t try to force a resolution.

讓你的團隊參與解決一個棘手的問題

如果你和你的團隊正面臨著一個長期存在的問題，你可能會被誘惑去控制和激烈地爭論你認為會奏效的解決方案，或者間接地提供想法，讓你的團隊掌控這個問題。這兩個極端都不是最優的。

相反地，嘗試一種將信念和開放性相結合的方法--這樣其他人就可以在你最佳思維的基礎上找到解決方案。

與您的團隊一起，討論問題的持久性、哪些解決方案失敗了，以及其原因。解釋你想讓他們和你一起選擇解決方案。明確表示你在尋找新的想法，而不是為失敗的解決方案或你已經嘗試過的新版本進行辯護。

構建一組可衡量的標準，您可以用這些標準來評估選項。承認你對特定解決方案的任何偏見，並要求團隊對待這些想法和他們自己的想法沒有什麼不同。按照既定的標準來評價所有的想法，包括你的想法--最重要的是，公開你的觀點背後的假設。

Involve your team in solving a difficult problem

If you and your team are facing a long-standing problem, you may be tempted to control and argue fiercely about what you think will work, or indirectly provide ideas. Let your team take control of the problem. These two extremes are not optimal. 

Instead, try a combination of faith and openness so that others can find solutions based on your best thinking. 

Work with your team to discuss the persistence of the problem, which solutions have failed, and why. Explain that you want them to choose the solution with you. Make it clear that you are looking for new ideas, rather than defending a failed solution or a new version you've tried. 

Build a set of measurable criteria that you can use to evaluate options. Acknowledge any bias you have against a particular solution and ask your team to treat these ideas as if they were not different from their own. Evaluate all ideas against established criteria, including your idea - most importantly, disclose the assumptions behind your point of view.

以調解人而非老闆角色，解决員工之間的衝突

你有兩個團隊成員發生衝突了，現在他們想讓你解决它。你最好的辦法是什麼？你的本能可能是通過做出行政决定立即解决這個問題，但如果你作為調解人介入，你的團隊將受益更多。

讓你的同事和你一起進行調解。解釋你希望每個人一起努力找出解決辦法。並設定一個基本原則：他們應該集中精力達成協議，而不是相互說服，認為他們中的一個是正確的。

採取這種調停方法將使你的同事能够自己解决衝突，使他們不再依賴你來解决未來的問題，使他們更有可能在解決方案上貫徹到底。在大多數工作場所的爭論中，從長遠來看，口述解決方案不如向員工展示如何表達他們的關注。

Solving the conflict between employees with the role of mediator rather than the boss

You have two team members in conflict, now they want you to solve it. What's your best way? Your instinct may be to solve this problem immediately by making administrative decisions, but if you intervene as a mediator, your team will benefit more.

Let your colleagues coordinate with you. Explain that you want everyone to work together to find solutions. And set a basic rule: they should concentrate on reaching agreement, rather than convince each other, that one of them is right.

Take this mediation method will make your colleagues can solve the conflict of their own, so that they no longer rely on you to solve the problem in the future, so that they are more likely to persist in solution. In most workplace disputes, in the long run, the oral solution is better to show how employees express their concern.

不要指望你的老闆來解决所有的衝突

要將團隊中的衝突問題扔給老闆來解決，很容易。

但是，如果是因為不能就如何安排優先項目或是要在哪一個期限完成工作達成一致，而有衝突，何不問問實際項目負責人，按照步驟來逐一討論？是否所需要的資訊都完備了？各種可能的方案都經過充分討論了？

如果你能解决問題而不總是涉及上級，這對每個人——你，你的同事，你的老闆都是有益的。

不要把衝突視為一種煩惱，它會導致焦慮和疏離感，但卻是成長的機會。讓團隊中的每個人公開討論任何分歧，然後建立正確的行為模型。平靜地與團隊分享你的想法，即使是在同事之間發生觀點歧異時，也不要相互指責。

最後，將你們之間達成的共識，與差異點，整理好，呈給你們的老闆，邀請他一起討論，看看是否思考不夠周圓？必要時，才請他裁奪。

Don't expect your boss to settle all the conflicts

It's easy to drop a conflict problem in the team to the boss.

However, if it is not because of how to arrange project priority, or not agreed on a project completion date, and caused a conflict, why not ask the actual person in charge of the project. And, according to the steps to discuss and check to see if information needed ready or not? All possible plan options have been fully discussed?

It's good for everyone - you, your colleagues, your boss, if you can solve the problem without always involving the superior.

Don't put the conflict as a kind of trouble, it will cause anxiety and alienation, but it is a chance to grow. Let everyone in the team to publicly discuss any differences, and then establish the correct model of the behavior. Calmly to share your ideas with the team, even in view of differences between colleagues. Don’t finger point to each other.

Finally, consolidate your reached consensus and differences, submit to your boss and invite him to join discussion, to see if there is thoughtful consideration. Then, if necessary, ask him to make decision.

有的時候，應付不一致的意見，最好置之不理

有些人可能會告訴你，解决工作不一致的唯一辦法，就是馬上去解决問題。但這並不總是正確的。有時候，你最好的選擇是什麼也不做-讓人們自己去評論，或者乾脆走開。

什麼都不做不是不管它。如果你沒有精力去準備或進行一次艱難的談話，或者你懷疑對方可能不願意進行建設性的討論，這是一個明智的選擇。

讓問題繼續存在，有的時候可以讓你和別人的關係保持暫時的穩定。但是如果你暫時不理會，而不考慮彼此確實存在的分歧，有可能這問題你以後更容易爆發，或者你會開始對你的對手採取消極的應對。

只有你確實能夠解決問題，讓衝突消弭，你才能安心地什麼都不做。

Sometimes, the best way to deal with inconsistent opinions is to ignore them

Some people may tell you that the only way to solve work in-consistence, is to go to solve the problem. But this is not always true. Sometimes, the best choice is what you don't do - let people to comment on, or simply walk away.

Do nothing doesn’t means to ignore it. If you don't have energy to prepare or a difficult conversation, or you may not willing to discuss other suspected constructive, it is a wise choice.

Let the problem continues to exist, sometimes can make your relationships with others to maintain temporary stability. But if you do not care, without considering the existence of differences between each other, it is possible for you more easily after the outbreak, or you will start to your opponent to take negative coping.

Only you can solve the problem and let the conflict go away, you can feel free to do nothing.

對於衝突，你選擇面對它？還是逃避它？

當衝突發生的時候，人們會有兩種不同的態度：有人逃避，有人設法面對并予以解決。

逃避者會躲開，甚至假裝不知道雙方的不同意見。他們可能被認為是重視與同事間的人際之間的和諧。

面對衝突者，會積極介入衝突，甚至會挑起衝突。他們選擇直接面對，并誠實表達。

沒有哪一種態度是比較好的。你的態度選擇要看很多不同的情境，包含你過去面對衝突的經驗，以及你所處的團隊的組織文化，組織規範，甚至是性別的行為模式。

了解你所處的情境，可以讓你做出有自覺的選擇來面對衝突。例如，如果你選擇作為逃避者，你的直覺行為可以讓你忽略困難的局面。

但是，了解你自己的行為傾向，也可以讓你克服對衝突的抗拒態度。

For conflict, do you choose to face it or avoid it?

When conflicts occur, people will have two different attitudes: someone to escape, someone to try to face and solve.

The escapist will escape, or even pretend not to know the difference between two sides. They may be considered to care about harmony among colleagues.

In the face of the conflict, they will actively intervene in the conflict, and even provoke conflict. They choose to face directly, and honest expression.

What kind of attitude is good? Your attitude to look at many different situations, including your past experience in the face of conflict, and your organizational culture, organizational norms, even sex behavior.

Knowing where you are can allow you to make conscious choices to confront conflicts. For example, if you choose to be an escapist, your intuitive behavior can allow you to ignore the difficult situation.

But knowing your own behavior can also help you overcome your resistance to conflict.

以長遠的眼光看正在升高的衝突

當你身處爭論之中，你很容易關注在自己的感覺與觀點。但是，如此做只會更難解決爭論。

從心理學來說，人們通常只能在脫離自己當下的感覺，而處於較遠的位置，以長遠的眼光來看當下的爭論，才能夠做出比較理智的判斷，與獲得較好的策略。

下次，當你要不同意一位同事的主張時，試著用第三者的眼光來看你所面對的爭論。一個局外人會如何說你所面對的爭論？或是，你會如何想象在一周、一個月、一年后，你會覺得如何？

用未來的觀點可以讓你暫時離開正充滿負面情緒的當下，並且可以讓你看到將來的結果。了解自己將來可能不會如此在乎現在的爭論，可以幫助你平息情緒，而且妥善處理你的對話。

Look at the rising conflict in the long run

When you're in an argument, you tend to focus on your own feelings and opinions. But doing so is only more difficult to resolve.

From the psychology, people usually only from your present feeling, but in a remote location, in the long term the current debate, to be able to make more rational judgments, and get a better strategy.

Next time, when you don't agree with a colleague's claim, try to use the third point of view you faced controversy. An outsider might say you faced controversy? Or, how would you imagine in a week, a month, a year later, how do you feel?

With a view on the future can let you leave is full of negative emotions of the moment, and you can see the future results. Understand themselves may not be so care about the debate about. You can calm your mood, and properly handle your conversation.

六個解決衝突的方式，讓大事化小、小事化無

原文網址：http://www.knowledger.info/2016/12/16/6-tricks-to-mastering-conflict/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在日常生活裡，我們其實面對著各式各樣的衝突。家人間生活習慣的差異、朋友之間價值觀的不同、伴侶想法上的摩擦，都可能是每次爭吵的導火線。而若是其中一方的表情或說話語氣改變，就更容易演變成一次激烈的爭執。這時，我們都希望自己有高EQ，能夠控制自己的情緒並好好地跟對方溝通。

TalentSmart的研究也發現，高達90%的職場傑出表現者都擁有高EQ。由此可見，是否能夠理性且和平地處理每一次衝突的能力，可能會影響你未來的職涯表現。因此，《Forbes》的撰稿人Travis Bradberry 便提出了六個能夠解決衝突的好方法，以免雙方都只在乎自己的想法或利益，導致不滿情緒越升越高，最終到了不可收拾的局面。

1. 沉默不一定是金

2. 用「而且」(and)來代替「可是」(but)

3. 使用「假設說法」

4. 不要使用絕對性的字眼

5. 問對問題，直到深入核心

6. 提出解決方式

如何讓兩個很不同的團隊可以一起協作？

我們很容易認為同一家公司可以有同樣的文化，分享同樣的價值與同樣的運作模式。但是不同的團隊通常會有不同的工作方式，如此會讓不同的團隊之間的協作會面臨挑戰。

例如，一個團隊可能認為解決衝突的最好作法是集體解決，而另外一個團隊會認為最好是私下協調。

而要讓不同的團隊之間協作，有其他選擇：

1. 採用同一種作法。例如，如果某個團隊習慣私下解決衝突，則可以開始要求在會議中公開的討論。
2. 將兩種作法整合在一起。兩個團隊可以先私下協調彼此的衝突，然後提到比較大的團隊中去協調。
3. 作出妥協。兩個團隊可以自行決定如何協調衝突，而作出妥協是最後的作法，因為這會使每個人都覺得不滿意。

How can two different teams work together?

It is easy to think that the same company can have the same culture, share the same value and the same mode of operation. But different teams usually have different ways of working, which makes the collaboration between different teams challenging.

For example, one team may think that the best solution to a conflict is a collective solution, while the other team would think it better to be in private coordination.

There are other options for working with different teams:

1. Follow the same approach. For example, if a team is used to resolving conflicts privately, it is possible to start asking for public discussions in the meeting.
2. Integrate the two approaches. The two teams can coordinate their conflicts in private and then refer to the larger teams to coordinate.
3. Make a compromise. Two teams can decide how to coordinate conflicts by themselves, and making compromises is the last resort, because it makes everyone feel dissatisfied.

管理團隊中的反對批評者

多數的團隊會有至少一名“反對者”，這樣的人總是會在團隊中扮演魔鬼代言人的角色，對於團隊的主張，提出批評意見。

這樣的反對批評者，通常是聰明而且自負，但是他們的言論與行為經常會損害團隊士氣。

但是，存在反對批評，也是建立有效團隊，建立高生產力的的關鍵元素。

所以，領導主管應該如何建立可以歡迎反對者的文化，而又能夠不會認為反對意見是個人的攻擊行為？

首先，要認知這些反對批評者並非全然是惡意的，他們通常是很用心提出對團隊有好處的有益意見。

你應該鼓勵團隊成員分享這些批評意見，并納入合理化團隊運作的考慮。仔細聽，認真思考，並且評估這些意見。請團隊中每個人都來對這些批評提出看法，平衡不同的意見。

最後，你要看待有這樣的不同觀點，是團隊健康的現象。

Management the ac tics of the team

Most teams will have at least one "opponent", who always plays the role of devil spokesman in the team, and criticizes the team's opinion.

Such opposition to critics is usually smart and conceited, but their speech and behavior often damage the team morale.

However, the existence oMf anti criticism is also the key element of establishing effective teams and building high productivity.

So, how should the leader of the leader build a culture that welcomes the opponents, and can I think that the opposition is a personal attack?

First of all, it is not entirely maliciously aware of these opposing critics. They are usually very attentive to put forward beneficial opinions on the team.

You should encourage team members to share these criticisms and take into consideration the rationalization of the team's operation. Listen carefully, think carefully, and evaluate these opinions. Ask everyone in the team to view these criticisms and balance the different opinions.

Finally, you have to see a different view of the team's health.

管理團隊中的暗地攻擊者

暗地攻擊的行為會造成團隊的挫折、壓力，以及焦慮，最後明顯的會降低公司的生產力。

這是為何領導主管必須鼓勵開放性的爭論討論，否則有些事就會轉為地下化的暗湧。

鼓勵你的團隊成員對你想要解決的問題做公開的辯論。你可以強調公開辯論的好處，并設定一些遊戲規則。你可以說：“我關切我們不能在會議中有效的討論所有的意見。”，或是，“我希望大家在會議中提出任何有價值的主張，而非在會後才來說。”

不要擔心在會議中發生的直接衝突。例如，你可以說：“有幾個人在會後來和我說他們有其他意見，但是，為何不是在會議中就直接提出來討論呢？”

平靜而直接的點出這樣的暗地攻擊的行為。直接的溝通對話，會讓團隊大家都會覺得比較安心。私下的攻訐，會遺留更多的不安。

Manage a dark attacker in the team

The behavior of a dark attack can cause frustration, stress, and anxiety in the team, and in the end it can obviously reduce the productivity of the company.

This is why leaders must encourage open debate or discussion, some things will turn into underground.

Encourage your team members to do an open debate to the issues you want to solve. You can emphasize the benefits of open debate, and set some rules of the game. You can say: "I am concerned about in the meeting we cannot effectively discuss all opinions." or, "I want a present of any value stand at the meeting, rather than after meeting."

Don't worry about the direct conflict that happens in the meeting. For example, you can say, "A few people will tell me later that they have other opinions, but why not directly discuss them in the conference?"

Calm and direct point out this secret attack behavior. Direct communication and dialogue, will make the team everyone will feel more at ease. Private attack will leave more and more uneasy.

領導主管可以向中間人學習解決爭議

所謂的中間人（middleman），通常給人有些負面的印象，認為他們會增加困擾，拖累解決問題的時間。事實上，通常是相反的，中間人經常可以比在不同職位而有看法歧義的人更能有效解決問題。

領導主管可以用以下三個方式向中間人學習如何解決爭議：

1. 找出爭議雙方的差異。中間人可以發現組織中的結構空隙，他了解不同團隊的資源和需求，他可以為不同文化建立起溝通的橋樑。
2. 讓雙方保持誠實。中間人有獨特的地位可以讓單方或雙方負責任的說出真正的困難與真正的需求。
3. 作為關鍵資訊傳遞者。中間人可以整理過量的資訊，去除噪音，獲得真正關鍵的資訊。

The leader can learn to solve the dispute with the middleman

The so-called middleman, usually has a negative impression that they will increase the trouble and drag the time to solve the problem. In fact, on the contrary, the middleman often can solve problems more effectively than people who have disambiguation in different positions.

The leader can learn how to solve the dispute in the following three ways:

1. Find out the differences between the two sides of the dispute. The middleman can discover the structural gaps in the organization. He understands the resources and needs of different teams, and he can build a bridge of communication for different cultures.
2. Keep the two sides to be honest. The middleman has a unique position that can make the single or both parties responsible for telling real difficulties and real needs.
3. As a key information transmitter. The middleman can sort out excess information, remove noise, and get really critical information.

三步驟停止團隊爭吵

在團隊中工作經常令人有挫折感，尤其是要面臨團隊中各成員無休止的衝突，有些甚至導致個人之間曠日費時的爭鬥。

下次當你的團隊成員又開始要口水之戰時，你可以用以下三步驟來終止他們的爭鬥，並恢復到正常的工作：

1. 儘早介入。你愈早介入愈好。一旦情緒被激化，一個簡單的不合意很快就會在幾秒內轉化為嚴重的衝突。
2. 關注在團隊模式。讓爭議各方回到一些他們既有的，可以做到的，並且可以同意的團隊模式上。用團隊模式來引導大家的行為，讓大家找到可以達成共識的基礎。
3. 建立可以分享的協議。要達成協議，讓大家可以徹底討論。儘量避免只達到最小公分母的解決方案，而要找到一個可以讓雙方都有興趣去做的方案。

Three steps to stop the team quarrel

Working in a team is often frustrating, especially in the face of endless conflicts among the members of the team, and some even lead to a time-consuming struggle between individuals.

Next time, when your team members start to fight again, you can use the following three steps to end their fight and return to normal work.

1. Get involved as early as possible. The sooner you get involved, the better. Once the emotion is intensified, a simple disagreement will soon turn into a serious conflict in a few seconds.
2. Focus on the team model. Let all the parties in dispute return to some team models that they already have, can do and agree. Use team mode to guide your behavior, so that you can find the foundation that can reach a consensus.
3. Establish an agreement that can be shared. To reach an agreement, you can discuss it thoroughly. Try to avoid only achieving the solution of the smallest common denominator, and find a solution that can both parties be interested in doing.