By finding and leveraging higher-level things you agree on you can turn different perspectives from disablers to enablers right before everyone’s eyes. The key is to put principles before problems.
In the 1970s, there was a man in England who was one of the few who could get British management and trade unions to agree on anything. He explained his secret to me: “I start by finding things they agree on. There’s always something they agree on, something they have in common, even if we have to go all the way back to agreeing that everyone at the table had a mother.”
Ideally, you would agree on the common principles for decision making before you debate the differences.
Having agreed on the principles or criteria, use them to help guide your decisions together.
Bottom line is that two heads are better than one – when they are working together. Get to points of agreement on principles and criteria so you’re looking at points of disagreement with the same ends in mind.