Our VP of Operations and VP of Tech are locked in a turf war over who owns our new AI automation tools. One wants to build custom software, the other wants to buy off-the-shelf systems. The project is completely stalled. How do we resolve this technical peer conflict without taking sides?

Question

Tyler Smith · Accepted Answer

This is a classic case of status management disguised as a technical debate. In Daniel Coyle's book, The Culture Code, status management behaviors like arguing over turf destroy team safety and halt execution. To break this deadlock, you must separate the personal ownership of the project from the best interests of the business.

Start by looking at your Accountability Chart. Every major initiative must have one single owner on the leadership team. Running AI-powered operations cannot have joint ownership. If the tools are primarily designed to streamline service delivery and internal workflows, the seat that GWCs (Gets it, Wants it, Capacity to do it) the final operational result must have the final veto power. If it is an infrastructure rebuild, the tech seat owns it.

Bring both leaders into an IDS session. Frame the issue using the Trusted Advisor framework by focusing on the organization's needs rather than individual executive egos. Ask them both to state their cases based strictly on our V/TO and our current Rocks. Once both arguments are laid bare, the person who owns the primary seat makes the final decision. The other leader must commit to supporting the decision fully. There is no room for passive-aggressive undermining. If they cannot align after the decision is made, you have a People Present issue that must be addressed immediately.