A large corporation is transferring itself from a president to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts within the curriculum regarding the processes to be followed. How should these conflicts be resolved?

This choice suggests a one-sided demand rather than a collaborative approach. Simply requesting that executives adopt agile practices without involving them in the conversation does not address the underlying conflicts and may lead to resistance or lack of understanding regarding the agile methodology.

While involving executives in team discussions may seem beneficial, the term "intersuperders" is ambiguous and unclear. The approach should focus on specific negotiation and process agreement rather than vaguely including executives in undefined roles, which may not effectively resolve the conflicts.

Training the executives on agile practices is helpful for understanding, but it does not directly address the conflict within the project team. Training alone may not foster the necessary dialogue to resolve specific issues or conflicts, as it does not prioritize negotiation or collaborative decision-making in the context of existing disagreements.