What do you do if cross-functional teams are experiencing conflicts?

When cross-functional teams face conflicts, the key is to foster open communication and collaboration. It is important to begin by clearly defining roles and responsibilities, which will help avoid overlap and ambiguity. Encourage team members to express their concerns and ideas openly in a structured setting, such as regular meetings or feedback sessions. Utilize conflict resolution techniques, focusing on the problem, not the individuals, to find mutually beneficial solutions. Taking the time to implement these strategies can create opportunities, not just for team building but for further innovation as well.

From my own experience, having worked in cross-functional team settings for two decades - often the root cause issue is our functional responsibilities and idenity. At work, we wear a functional hat based on our experience, our certificates and credentials and who we are known for. So when we work with others, who have different functions and agendas, this can create conflict. The best way in my view and experience, is to work together as human beings and leave your titles with your ego at the door when you brain storm or work together. Apply a beginner's mindset, leverage love for learning and curiosity, and use your knowledge to solve problems - not to judge others.

Always assume that where are are divisions, there will be an 'us and them' game that will be played. Normalise this as an expectation rather than be surprised by it. Always assume that all sides of the conflict are correct. Sit with both sides with respect and understand the experiential blocks that form the basis of the conflict. Listen with an open mind. Tweak the processes without getting into a blame game. Get to know who might be resisting any change, try to neutralise this resistance.

In my experience there are often conflicts between cross-functional teams, sales/product management/engineering etc. It is important to bring the teams together, to talk and identify the root cause of the issues. Often each team is focused only on their concerns, not trying to understand the limitations the other teams may be facing. Listening, discussing and transparent communication on goals, priorities, deadlines and the obstacles are tools to pave the way to handling the tension in a healthier manner. Key is also having the teams see their collective goal and feel that they are all in it together, one team, working towards the same goal.

Cross-functional conflict? Let's level-set. No one works in a silo. Promote collaboration by raising the bar in business acumen.

Here is where the role of the leadership is essential because you will also act as a facilitator. Every point of view matters and is valid, even if it won't be taken into final consideration. But that's how you train people to feel safe and share, to feel included and listened to. When we feel seen, when we feel listened to and when we feel appreciated for our contributions, we feel safe and are less likely to start conflict.

This is very important. As a leader, be the coach & foster a dialogue. There will be fireworks, but step in & ask the right questions amidst the conflict for people to take a pause and think about other perspectives.

In a cross-functional team, empathy has several facets. First, realize that team members with different professional expertise will approach an issue or project in fundamentally different ways because they are using the lens of their specialty. An IT developer will look at requirements quite differently than a finance person, for example. It can be helpful to articulate these perspectives explicitly so that everyone is clear of the priorities within the team. From a team dynamics perspective, look at the personalities within the team and see how team interactions are going. Is everyone given a voice? Is anyone's perspective consistently left out? Create opportunities for everyone to give feedback-- perhaps in writing as well as in meetings.

Leaders can encourage empathy among collaborative teams through various strategies that promote understanding, compassion, and effective communication. Some ideas to get started: Model the behavior, be open and honest, promote diversity and inclusion, get creative with team building activities that center around empathy, seek out and provide empathy training and lastly reward empathetic behavior.

When we’ve got cross-functional teams face conflicts, I think it’s key to remember there isn’t always a right or wrong answer. Conflicts very often pop up because everyone’s coming from different places with unique perspectives and their own targets (departments like Products for example will have a very different priority than the Risk department). If as leaders we can get the team to see and accept that—really understand where each person is coming from—we’ve laid the groundwork for solid communication to discuss the matter and resolve the conflict.

Promote compassionate empathy among team members by urging them to truly grasp and value each other's viewpoints and obstacles. Encourage active listening as a means to foster understanding, and advocate for a team culture grounded in both cognitive and compassionate empathy, where mutual respect prevails.

Empathy is a catalyst for strong team connections and resolving disputes. Foster empathy among your team with these actionable tips: Active Listening: Encourage team members to listen attentively, allowing others to feel heard and understood. Share Experiences: Create opportunities for exchanging personal stories, helping to create bonds and deepen understanding. Encourage Perspective-Taking: Guide your team to see situations from various angles, opening their minds to different viewpoints and fostering empathy.

Work together to create and execute solutions aimed at tackling the identified issues. Apply the learnings acquired through discussions and empathy-building activities to craft efficient strategies for conflict resolution and enhancing teamwork across cross-functional teams.

Set up more trainings - Many times the top league management executives cannot be told what to do. Many times the work processes are going on so fast that which hierarchy is falling back cannot be pin pointed. In situations where the organization knows there is despair or gap , trainings become indirect but direct approach to adapt corrective techniques without calling out one single person or executive.