PMP Practice: Promote the Shared Vision

Rune Christensen-Zhao is managing a 14-month predictive project to consolidate three regional call centers for Amber Raven Consulting into a single centralized facility. Four months into execution, the project sponsor informs Rune that two functional managers—one from operations and one from IT—are openly disagreeing about the project's strategic purpose during leadership meetings. The operations manager insists the primary goal is cost reduction through headcount optimization, while the IT manager believes the focus should be modernizing customer experience technology. Team members have begun questioning which deliverables to prioritize, and Rune has noticed declining engagement in project meetings. The project charter clearly articulates both cost savings and customer experience improvements as dual objectives with equal priority. What should Rune do to address this situation?