According to my experience, one effective way to avoid any conflicts between the diverse capabilities of the team members is to put them within the project co-working space, each within their place, such that a piece of pleasant music can be heard from the entire concert. Upon any achievement, the manager should appreciate all these experts while explaining the relevant 'critical' roles in the whole success. In this way, each expert would feel important and not ignored. The other benefit of this approach is the 'cooperation' between role players, not harmful competition. If, for any reason, some degree of conflict still happens, the manager should talk to both sides and try to solve the problem within the 'cooperation' culture established.

Within the corporate frame work one should confidently handle disputes and differences by creating trust and relationship in them to resolve differences and dispute mutually in the most acceptable manner

To manage conflicting R&D expertise effectively, focus on collaboration, clear communication, and leveraging each person’s strengths. Encourage open discussions where team members explain their viewpoints and find common ground. Set clear goals so that everyone works towards the same objective rather than competing ideas. A real example of this is how Apple’s hardware and software teams often have different priorities, hardware engineers may want a slimmer device, while software developers need more processing power. By fostering collaboration and aligning both teams under a shared vision, Apple consistently delivers seamless, innovative products like the iPhone

• Establish clear project goals to align everyone’s efforts. • Encourage open dialogue to understand each member’s perspective. • Leverage individual strengths by assigning roles based on expertise. • Facilitate regular knowledge-sharing sessions to build mutual understanding. • Mediate constructively when disagreements arise, focusing on facts and data. • Promote a culture of respect where differences are seen as opportunities. • Use collaborative tools to enhance transparency and accountability. • Seek common ground and consensus for key decisions. • Celebrate diverse contributions to boost morale and unity.

One Idea to adapt is the RACI matrix from PMI . In which I ensure someone responsible, accountable , consult and informed based on the nature of the research task to be done. Also a key thing to highlight is through conducting an analysis of each member strength and weakness in order to switch roles through providing an n job training .

The sales vs. R&D conflict often centers on adding new features to products, balancing current needs with future trends. To resolve, both sides should discuss, present data evidence, and analyze data together. By promoting open communication and evidence-based decision-making, we can design products that meet current demands and anticipate future needs effectively.

Cross functional training, fun interactive sessions and defining a set of tighter functional and goal oriented targets as compared to the ones generally defined for R&D departments.

Diverse expertise can feel like friction, but most of the time, it’s untapped firepower. I’ve learned that conflict doesn’t kill collaboration. Silence does. --> Start by making every voice heard in a neutral setting—no pitches, just perspectives --> Then, assign roles based on who’s best suited, not who’s been there longest --> Cross-disciplinary mentorship works wonders—pairing different thinkers accelerates learning You don’t need everyone to agree. You need them to respect the problem enough to build from it together.