What tactics can you use to build strong relationships with other teams?

include everyone. all opinions matter. be a good listener. no need to destroy anyone over their efforts.. ask as much as you tell. talk outside of work related objectives. be human.

No tools or AI processes will replace a conversation. The best way to align is to talk. Talking enables empathy and understanding. Also, organisationally, teams need to be aligned to a common goal or objective to truly ensure collaboration. If teams aren’t aligned, they’re competing to achieve other goals. So where’s the incentive to collaborate? You collaborate best when the goals are aligned.

Take action on your understanding of stakeholders' goals and needs by highlighting how your teams' recommendations and proposals will address and solve them. Doing this at every stage of strategy and execution demonstrates that your team is considering the larger business environment and builds trust between groups.

Be available to help. Communicate often, develop a strong rapport. Keep listening, keep helping, learning what their concerns and challenges are. The fact is stakeholders don’t have all the answers , and when you do this the spark of innovation and genuine value add can happen. Nothing is one way.

In my experience it’s communication that helps understand the needs better. Without connecting it’s difficult to get clear idea of each others challenges.

In the current landscape of AI-augmented software development, implementing this tactic might pose challenges in terms of integrating AI-driven tools into the collaborative process. While involving teams early and frequently remains beneficial, adapting AI-augmented methodologies to enable seamless collaboration poses hurdles due to the need for specific skill sets to interact effectively with AI systems. Integrating AI-generated insights with traditional collaborative methods, like surveys or workshops, requires a balance to ensure meaningful participation and utilization of both human and AI expertise throughout the information architecture process.

Um dos primeiros passos é mapear todos os envolvidos que possam ser impactados por mudan?as de taxonomia e envolvê-los em todas as etapas do processo de constru??o ou reestrutura??o da árvore de categorias. Isso ajuda a entenderem melhor o fluxo realizado para definir uma proposta e termos menos atritos no momento de valida??o final. Além disso, o contato com diferentes times pode trazer insights e percep??es valiosas ao longo do discovery. Por fim, é essencial deixar todas as equipes com visibilidade do roadmap previsto.

Involving all the cross-functional teams early would mean fewer surprises for later, make the ideas/concepts/solution a bit more realistic, and establish relationships sooner which will go a long way and eventually save time and $$

Stakeholders appreciate being involved early in discussions so as to maintain transparency and visibility of the direction the solution is going to take. Involvement early and often reduces ambiguity and promotes ownership and accountability on the part of the stakeholders. They must be brought along on the journey if the implementation is to be successful.

Get other teams in on the action early! When we involve them from the get-go, it's like a design potluck. Everyone brings their secret sauce, creating a tastier final dish. Whether it's brainstorming or refining, their insights spice things up!

Learn to listen first before you talk as it’s important to understand what’s required from you. Feedback and feed froward are important so that the requirement is delivered without any hurdles. Team work is most important and acceptance as well because precise presentation of information with apt meaning is always the end result required.

Ser claros, es un pilar fundamental para construir relaciones sanas. Asegurate que la idea o el planteo de tu equipo fue comprendido por el otro team. De esta manera evitamos las zonas grises que pueden dar lugar a malos entendidos, contratiempos y/o re-trabajo.

Sharing next steps for all sides is always useful, as well as times at which those steps become 'blockers' for you others in the team.

A lot of folks don’t emphasise the power of Minutes of a meeting. After every meeting or review, sharing the progress, next steps and disagreements is a great way to professionally approach a problem. Also, it would be great to provoke or nudge responses from other participants/experts by tagging them.

This. You want to build trust and keep the pathways of communication wide open. You want to be honest about every detail and encourage feedback and criticism. When you don't know something, ASK. If you run into a problem, don't sit there and struggle with it - elevate it. The flow of information comes from your SMEs - your specialists. Ask them what's most important, explain who the information is for, ask your questions to bridge the gap. Keep in mind sometimes people who understand things underestimate what others might know, so be sure to break down and define everything you can within reason to the audience. After that, keep up to date, check back in for more feedback, respect their time, and be sure to thank every one who's helped!

In the context of AI-augmented collaboration, an additional aspect to consider is acknowledging and navigating the evolving dynamics between human-driven and AI-powered tasks within team boundaries. Respecting the roles and boundaries now encompasses understanding how AI integrates into these domains, ensuring that it complements human efforts without undermining autonomy. It involves fostering an environment where teams embrace AI as a tool that enhances their capabilities rather than a force that diminishes their contributions. Acknowledging both human and AI contributions through inclusive recognition and appreciation further reinforces a culture of respect and collaboration within the team.

I think this night be one of the key points as everyone is right at som point and no one is right att all points. By truly respecting that other team might have knowledge that is valuable even in your field you'll be in the way to get the true effects of cross functional teams

Giving feedback is an art. Taking feedback is a bigger art. We have to ask for feedback, and not argue endlessly in defending our work. A simple path I usually follow is explain my rationale and then not argue if there is a feedback or disagreement. I acknowledge their feedback, and let them know that I understand and explore the feedback further. A lot of feedback is opinion and not actionable. Use the power of crowds to validate your process and challenge your assumptions. Do not use it to satisfy your ego!

I've found that the best way to set the stage for a positive feedback culture is to be the first to receive feedback. Ask for it, and openly admit to what you don't know and where you're guessing. Don't defend, but take feedback and turn it into clear simple actions you and others can take. Show others that getting feedback isn't about failure, but about collaboration and getting better, together.

In the era of digital relationship, a “like” or “shout out” online is not the same as recognizing someone in person, in a group, in the moment. I am personally working on ensuring no contributor (high or low impact) is taken for granted. Promoting small and big win appropriately ensures everyone has something to look forward to as the projects get done.

To build on that, message consistently inside your own team, using words as “friends” and “palls” when referring to outside teams. This creates a friendly atmosphere in which any problems or issues can be resolved quite amicably. For instance, if they mess up a deliverable you depend on, your team can now think about it as “asking our friends over at Y to fix it”, rather than “the problem-creators of team Y are at it again, we must demand they fix their issues!”. It may feel like unsubstantiated positive propaganda at first, but eventually it becomes self-fulfilling, and usually reciprocated in a virtuous circle.

Make it fun. Fun good. Boring bad. Make it fun. Fun good. Boring bad. Make it fun. Fun good. Boring bad. Make it fun. Fun good. Boring bad. (Sorry for the repeat but there was a 125 character minimum)

Breaking the walls and collaborate, helping them to achieve their results, and avoid working as an individual team. I have seen many teams working alone, but at the end they all work for the same company. There is no me, but us!!!

This is really easy to achieve. Treat them as you would like to be treated. Unless you're self-loathing, you should be good. I guess I need to put more than 125 characters, even though the tip doesn't warrant it.

Show and Tell + soliciting feedback “Show and Tell” sessions and actively soliciting feedback serve as dynamic tools for building robust relationships between teams. Through showcasing activities, achievements, challenges, and lessons learned, these sessions promote openness, transparency, and mutual learning, while feedback solicitation demonstrates a commitment to continuous improvement and inclusivity. This informal social interaction fosters trust, encourages joint problem-solving, and helps break down silos within the organization. By incorporating these practices into the organizational culture, teams not only enhance their communication skills but also contribute to a cohesive environment, where collaboration flourishes.

Offsite team building activity or outing. I’ve never seen a single tactic work better at fostering positive working relationships on and between teams.