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How can you avoid blame and defensiveness when a cross-functional project fails?

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Cross-functional projects can be challenging and rewarding, but they can also fail for various reasons. When that happens, it's tempting to point fingers, make excuses, or withdraw from the team. However, these reactions can damage trust, morale, and collaboration, and prevent you from learning and improving. How can you avoid blame and defensiveness when a cross-functional project fails? Here are some tips to help you handle failure gracefully and constructively.

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1 Acknowledge the failure

The first step is to acknowledge the failure and take responsibility for your role in it. Don't deny, minimize, or distort the facts, or blame others for what went wrong. Instead, be honest, humble, and respectful, and admit your mistakes and shortcomings. This will show your team that you are accountable, trustworthy, and willing to learn.

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Anand Balasubramanian

Experienced Product Marketing Leader | Expertise in Launching High-Impact Solutions | Strategic Growth Driver
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When a cross-functional project fails, it is important to acknowledge the failure in a professional manner. This involves taking responsibility for the outcome, analyzing what went wrong and communicating the situation to stakeholders. Acknowledging failure demonstrates integrity and shows that you are committed to improving your performance. By owning the failure, you can begin to identify gaps in the project management process, examine potential solutions and make the necessary changes to prevent future failures. Failure is not a reflection of one's abilities, but rather an opportunity for growth and learning. Embracing failure and using it to improve your approach can lead to greater success in the long run.

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Joseph Knarich, RN, CPP, CHPA

Security Director - Emergency Manager - Safety Director - Registered Nurse -Healthcare Administrator
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I am a fan of Stephen R. Covey's 7 Habits of Highly Effective People. In Habit 1, Covey mentions that being proactive means taking responsibility for your life and actions, rather than blaming external factors or circumstances. Similarly, in the context of avoiding blame and defensiveness, taking responsibility can be a powerful tool. When we take ownership of our mistakes or shortcomings, we not only avoid getting defensive or placing blame elsewhere, but we also empower ourselves to make positive changes and prevent the same mistakes from happening again. By focusing on what we can control and taking responsibility for our actions, we can become more effective and successful in both our personal and professional lives.

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2 Seek feedback

The next step is to seek feedback from your team members, stakeholders, and customers. Don't assume that you know what caused the failure, or that you have all the answers. Instead, ask open-ended questions, listen actively, and seek to understand different perspectives and experiences. This will help you gain insights, identify gaps, and discover opportunities for improvement.

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3 Analyze the failure

The third step is to analyze the failure and identify the root causes, contributing factors, and lessons learned. Don't jump to conclusions, generalize, or oversimplify the problem. Instead, use data, evidence, and logic to examine the failure objectively and systematically. This will help you find out what worked, what didn't, and why.

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Eileen Hughes, DrBA

Doctor Business Administration & Project Management I HSEQ I Executive I Strategy & Planning I Sustainability I Business Improvement I Enterprise Risk Management
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Actually, I disagree that this is the third step and think that this step should come earlier in the process. Different stakeholders can have varrying opinions on a projects success. The Sydney Opera House is a prime example of this. From a cost and time perspective the construction of the Sydney Opera House would be deemed a failure, however, the public thought the overall product was a huge success. So, did this project fail? Analyzing why a project is being deemed a failure should be one of the first things done. It could be that the stakeholders declaring a project a failure did not have the correct I formation or had different expectations. By analyzing earlier in the process everyone can be on the same page.

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4 Share the learning

The fourth step is to share the learning and communicate the findings, recommendations, and action plans. Don't hide, ignore, or forget the failure, or assume that everyone knows what to do next. Instead, share the learning openly, transparently, and constructively, and invite feedback and input. This will help you build trust, alignment, and commitment among your team and stakeholders.

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5 Implement the changes

The fifth step is to implement the changes and apply the learning to your future projects. Don't repeat the same mistakes, resist change, or settle for the status quo. Instead, make the necessary adjustments, adopt best practices, and innovate new solutions. This will help you improve your performance, quality, and outcomes.

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6 Celebrate the progress

The last step is to celebrate the progress and recognize the efforts, achievements, and growth of your team. Don't focus only on the failure, neglect the positives, or take the team for granted. Instead, acknowledge the successes, appreciate the contributions, and reward the improvements. This will help you boost morale, motivation, and engagement.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you avoid blame and defensiveness when a cross-functional project fails?

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1 Acknowledge the failure

2 Seek feedback

3 Analyze the failure

4 Share the learning

5 Implement the changes

6 Celebrate the progress

7 Here’s what else to consider

Cross-functional Coordination

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