Instructions
Welcome to the Dilemma Game You are about to start a moment of reflection and practice on leadership. Here, real situations come to life in the form of dilemmas. In each round, you will be invited to make choices, discuss behaviors, and reflect on different ways of acting. By discussing real dilemmas, we reinforce behaviors aligned with our Leadership Standard and, in practice, shape the culture we want to build. Click the "Start" button and immerse yourself in situations that are part of our daily life. Here, there is no right or wrong answer, what matters is to reflect, discuss, and learn.
Dilemma 5
You are participating in a strategic initiative focused on mitigating the recurrence of Value Destruction (VD) within projects. During the process of assigning accountability and establishing timelines for actions, you observe a lack of commitment from group members. What course of action do you take? Please select one of the options below.
Step into an informal leadership role by coordinating actions and encouraging colleagues from various departments to engage, even without having formal authority.
Reconnect with the team through an open dialogue to explore obstacles and co-create meaningful collaboration agreements.
Request support from the relevant leaders by highlighting the difficulty in generating engagement and proposing that they help identify the appropriate people to take ownership.
Keep the plan unchanged, trusting that the urgency of the issue will motivate people to take initiative spontaneously.
Continue
Key Reflections:
Why do individuals sometimes hesitate to commit to actions? Which situations do you recall where you chose not to commit? What alternative actions could you consider beyond those suggested in the dilemma?
Continue
Dilemma 5
What is the core topic of the Leadership Standard addressed in this dilemma?
Actively use methodologies such as SIPOC, process mapping, or collaborative obeya to visualize how work flows across functions.This approach clarifies roles and responsibilities and ensures alignment on expectations and the rationale behind each action.
Instead of directing action, ask reflective questions such as:“What’s creating gaps or slowing progress?” “How does this deliverable connect to shared objectives?” This fosters collaboration and alignment rather than resistance.
Practical Tips
Practical Tips
Title
Title
Use this side to give more information about a topic.
Use this side to give more information about a topic.
Subtitle
Subtitle
Before distributing actions, start conversations to align expectations, explore constraints, and agree on outcomes. Cross-functional agreements build shared understanding, strengthen commitment, and reduce rework, supporting connectivity and value stream objectives.
Highlight the broader impact of actions and their contribution to customer value or overall system health. This shifts focus from individual roles to shared outcomes and strengthens cross-functional alignment.
Practical Tips
Practical Tips
Title
Title
Use this side to give more information about a topic.
Use this side to give more information about a topic.
Subtitle
Subtitle
Continue
Your participation was essential. Thank you for engaging deeply. Leading with connectivity means understanding that challenges have no functional boundaries. How have you encouraged decisions that align with the company’s strategy beyond your own department? What behaviors of yours help build collaboration between areas with different, yet connected, goals? Integrated leadership drives transformation. See you next week with the new dilemma!
Option 2 – Request support from the relevant leadership
This may be perceived as a sign of dependence or limited autonomy, potentially causing tension among peers. There’s also a chance that leadership won’t respond with the
ecessary urgency. However, it helps highlight the systemic problem and can foster strategic alignment and support to enable collaboration. Open-ended questions: How can I frame this situation without giving the impression that I’m shifting the problem? What type of support would best help move collaboration forward?
Option 4 – Keep the current plan unchanged
This choice carries a high risk of inaction, repeated issues, and reduced credibility. It may strengthen a culture where accountability is lacking. However, it helps avoid direct
confrontation and can allow urgency to reveal who is ready to take initiative. Open-ended questions: What leads me to believe someone will take initiative voluntarily? How does this decision affect interdepartmental trust and the team’s reputation?
Option 1 – Step into an informal leadership role to guide the plan
This may lead to overload and frustration, reinforcing the perception that responsibility is not shared. It could also be viewed as encroaching on functional boundaries. However, it
reflects initiative and ownership, and may encourage others to engage, fostering a collaborative momentum. Open-ended questions: What prevents me from engaging others in a collaborative way? How can I leverage my influence to drive engagement without carrying the burden alone?
Option 3 – Recconect the relevant parties in a collaborative setting
There may be some initial resistance, particularly when past conflicts or trust issues are present. It also requires time and effective facilitation. However, it opens up space for active
listening, shared understanding, and genuine agreement-building, which enhances collaboration. Open-ended questions: What’s holding people back from fully committing? How can we co-create something that honors the boundaries and responsibilities of each team?
Dilema 5 - EN
Lucas Andrade
Created on November 6, 2025
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Transcript
Instructions
Welcome to the Dilemma Game You are about to start a moment of reflection and practice on leadership. Here, real situations come to life in the form of dilemmas. In each round, you will be invited to make choices, discuss behaviors, and reflect on different ways of acting. By discussing real dilemmas, we reinforce behaviors aligned with our Leadership Standard and, in practice, shape the culture we want to build. Click the "Start" button and immerse yourself in situations that are part of our daily life. Here, there is no right or wrong answer, what matters is to reflect, discuss, and learn.
Dilemma 5
You are participating in a strategic initiative focused on mitigating the recurrence of Value Destruction (VD) within projects. During the process of assigning accountability and establishing timelines for actions, you observe a lack of commitment from group members. What course of action do you take? Please select one of the options below.
Step into an informal leadership role by coordinating actions and encouraging colleagues from various departments to engage, even without having formal authority.
Reconnect with the team through an open dialogue to explore obstacles and co-create meaningful collaboration agreements.
Request support from the relevant leaders by highlighting the difficulty in generating engagement and proposing that they help identify the appropriate people to take ownership.
Keep the plan unchanged, trusting that the urgency of the issue will motivate people to take initiative spontaneously.
Continue
Key Reflections:
Why do individuals sometimes hesitate to commit to actions? Which situations do you recall where you chose not to commit? What alternative actions could you consider beyond those suggested in the dilemma?
Continue
Dilemma 5
What is the core topic of the Leadership Standard addressed in this dilemma?
Actively use methodologies such as SIPOC, process mapping, or collaborative obeya to visualize how work flows across functions.This approach clarifies roles and responsibilities and ensures alignment on expectations and the rationale behind each action.
Instead of directing action, ask reflective questions such as:“What’s creating gaps or slowing progress?” “How does this deliverable connect to shared objectives?” This fosters collaboration and alignment rather than resistance.
Practical Tips
Practical Tips
Title
Title
Use this side to give more information about a topic.
Use this side to give more information about a topic.
Subtitle
Subtitle
Before distributing actions, start conversations to align expectations, explore constraints, and agree on outcomes. Cross-functional agreements build shared understanding, strengthen commitment, and reduce rework, supporting connectivity and value stream objectives.
Highlight the broader impact of actions and their contribution to customer value or overall system health. This shifts focus from individual roles to shared outcomes and strengthens cross-functional alignment.
Practical Tips
Practical Tips
Title
Title
Use this side to give more information about a topic.
Use this side to give more information about a topic.
Subtitle
Subtitle
Continue
Your participation was essential. Thank you for engaging deeply. Leading with connectivity means understanding that challenges have no functional boundaries. How have you encouraged decisions that align with the company’s strategy beyond your own department? What behaviors of yours help build collaboration between areas with different, yet connected, goals? Integrated leadership drives transformation. See you next week with the new dilemma!
Option 2 – Request support from the relevant leadership
This may be perceived as a sign of dependence or limited autonomy, potentially causing tension among peers. There’s also a chance that leadership won’t respond with the
ecessary urgency. However, it helps highlight the systemic problem and can foster strategic alignment and support to enable collaboration. Open-ended questions: How can I frame this situation without giving the impression that I’m shifting the problem? What type of support would best help move collaboration forward?
Option 4 – Keep the current plan unchanged
This choice carries a high risk of inaction, repeated issues, and reduced credibility. It may strengthen a culture where accountability is lacking. However, it helps avoid direct
confrontation and can allow urgency to reveal who is ready to take initiative. Open-ended questions: What leads me to believe someone will take initiative voluntarily? How does this decision affect interdepartmental trust and the team’s reputation?
Option 1 – Step into an informal leadership role to guide the plan
This may lead to overload and frustration, reinforcing the perception that responsibility is not shared. It could also be viewed as encroaching on functional boundaries. However, it
reflects initiative and ownership, and may encourage others to engage, fostering a collaborative momentum. Open-ended questions: What prevents me from engaging others in a collaborative way? How can I leverage my influence to drive engagement without carrying the burden alone?
Option 3 – Recconect the relevant parties in a collaborative setting
There may be some initial resistance, particularly when past conflicts or trust issues are present. It also requires time and effective facilitation. However, it opens up space for active
listening, shared understanding, and genuine agreement-building, which enhances collaboration. Open-ended questions: What’s holding people back from fully committing? How can we co-create something that honors the boundaries and responsibilities of each team?