I'm a technical lead who also line manages developers. One of the devs (lets call her Alice) I manage works in a separate scrum team to the ones I'm the tech lead for. The teams do all work on the same project. Alice was recently placed into a team which has not been performing very well and has begun to directly highlight ways they can improve. My equivalent in that team, lets call him Bob prefers a very top down technical lead style and has not taken well to this new arrival in the team. He also happens to think the team are performing well.
There has been quite a few disagreements, several times Bob has used his authority to silence Alice and prevent further discussions on ways to improve the team. I have also had feedback about Alice complaining that she is disrupting the team and that if she was a contractor "she would have been let go".
Conveniently we also have a consultant/coach in the team looking to improve their ways of working who I have been able to discuss this with to get a more balanced picture. Their view is that Alice is correct 90% of the time and that the team needs some healthy disruption, however Alice could look to make her points in a more diplomatic manner. I have also spoken with Alice and suggested she start to list down all of her points of where the team can improve, look to prioritise this list and then work with the coach to figure out the best way to communicate these one by one to the team rather than highlighting each issue as and when it comes up.
While Alice agrees with this approach for most things she does not feel she can fail to highlight and keep highlighting an issue when it is in her view a significant problem e.g. disabling failing tests or considering a ticket complete despite a failing Jenkins build. I completely agree with her view on this but Bob is continuing to be frustrated with Alice and I fear the situation is moving from a healthy disruption to simply disruption.
I have no authority over Bob because he is an equivalent and I do not think it would help for me to get directly involved with each and every point raised by Alice, I also do not have the time to do this. I have setup a sit down with Me, Alice, Bob, the teams scrum master and the coach to see if we can find a way forwards and to discuss some of the points Alice feels she can not fail to highlight. If this meeting does not go well and I have every reason to suspect it wont then I am slightly at a loss as to what to try next and am currently feeling very much caught in the middle. There is no real higher technical authority that this can be escalated to due to a quite flat technical management structure while a corporate re-organisation goes on.