PMP Practice: Analyze the context for the conflict

Henrik Vestergaard is managing a large infrastructure project for Spaghetti Architecture Corp involving warehouse automation across five regional distribution centers. During a status meeting, two senior team leads—Viktor from the robotics integration team and Amara from the warehouse operations team—engage in a heated argument about testing schedules. Viktor insists that his team needs three additional weeks to complete integration testing before operations can begin user acceptance testing. Amara argues that the operations team has already been waiting two weeks beyond the original handoff date and cannot afford further delays, as warehouse staff scheduling depends on the UAT timeline. The argument escalates with both leads raising their voices and making accusatory statements about each other's planning competence. Other team members become visibly uncomfortable, and the meeting loses focus. Henrik has reviewed the integrated project schedule and confirmed that Viktor's request is technically justified due to unexpected compatibility issues discovered last week, but she also knows that Amara's team has legitimate operational constraints and has already accommodated previous delays. The conflict is disrupting team morale, and several team members have privately expressed concern about the increasingly hostile working relationship between the two leads. What should Henrik do to address this situation?