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David & Lain already mentioned official approaches to involve external experts. I just have another thought on this: allowing the team to make the decision (Ex: voting to select 1 approach from the 2). This will help to build up a self-organization mindset & a safe environment for constructive disagreement or even failure.


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I see absolutely no reason here to conclude "weakness," nor particularly to conclude that the two of them "can't come up with" an equitable solution.


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You have different issues depending on the roles of the two senior people. If it is Solutions Architect v Team Leader, the roles should be defined such that responsibility for design-related issues should lie with the Architect, while anything to do with the implementation of the design should lie with the Team Leader. They should be prepared to accept that. ...


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While I agree with @DavidEspina (as usual), it might be useful to explore alternatives. You hint that the underlying cause is a conflict of personalities/egos ("showing weakness") I abstain on the resolution of these conflicts, except to say that they're going to be messy and unpleasant. But another possible source of conflict might be an unvoiced, ...


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You implement a formal decision making process: you bring in their superior, you bring in a a handful of other technical experts, you give each party a period of time, say 30 minutes, to argue their case, you allow the other technical experts to deliberate and either vote or establish a consensus, and you get their superior to uphold the decision made by the ...


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