What are the most common causes of cross-functional team conflicts?

For the most part, cross-functional teams are just that, they have team members that have skill sets and interests that intersect. This intersection will 100% lead to conflict if a "social contract" or guidelines are not established upfront by the team - not the leader. You as a leader cannot do it for the team. I know you are the boss, but that type of leadership is dead in a post-pandemic world. Of course, you as the leader must toss in the company's HR policies and so on, set the goal, and make sure no one is coloring outside the lines, but that's it. That's the scaffolding. Finally, the glue that holds it all together is trust and respect. Without those two factors, you might as well pack in and go home.

I would also add that, at least in my experience within the hospitality industry, there is often cultural differences, and language barriers that hinder effective communication at times. There is no cookie-cutter means of communication that is "correct" or effective with every person, therefore we need to be self-aware with how we are speaking with someone as well as how they perceive and interpret what we are saying.

Great examples above ??. Another communication gap that leads to conflicts happens when two parties don’t understand each others disc profiles. Generally speaking extroverts prefer executive summary style communications whereas the introverts typically expect more detail.

Prevention is key. At the beginning of any project, take inventory of what functions may have direct responsibility for, or will be required to live up to an obligation as a result of project deliverables. Cast a broad net. As you talk with each team you know should or could participate, ask if there is any other functions or departments that may want to participate that you haven't considered. No one person knows everything. Everyone wants to be included, or at worst, have the opportunity to opt out. If you start with upfront engagement, much conflict can be prevented.

Common causes of cross-functional team conflicts include: 1. Misaligned Goals: Different departments may have conflicting priorities or objectives. 2. Communication Breakdowns: Poor information flow or misunderstandings between teams. 3. Role Ambiguity: Unclear responsibilities leading to overlap or gaps in tasks. 4. Resource Constraints: Competition for limited resources or budget. 5. Cultural Differences: Variations in team norms or work styles affecting collaboration. 6. Power Struggles: Disputes over authority or decision-making control. 7. Lack of Trust: Previous negative experiences or mistrust undermining cooperation. Addressing these issues early through clear communication and defined roles can help mitigate conflicts.

Asking individuals about their definitions of project success reveals underlying assumptions and jumpstarts priority conversations. Particularly in cross-functional teams, members may have distinct definitions of success that they believe everyone shares. These assumptions influence the daily decision-making within the team. By deciding how success is defined, you also have an object landmark for navigating future conflicts. You can refer to a neutral shared goal rather than appearing to pick sides. When cross-functional teams assume shared end goals, it often results in unnecessary conflicts despite everyone's good intentions. By clarifying these definitions early on, we can save time and prevent strife for all involved.

You get the behavior you reward. If each team member’s annual performance is rated differently, you will have healthy tension that reflects the company’s need to balance. Accept reality, document the goals and use them as decision criteria.

With out a shared vision of the outcomes it’s challenging to get the various stakeholder communities to collaborate as a true collective. Take time to engage with the contributors to find a common goal rather than focusing on the way to reach it.

Self-serving agendas and egos do nothing to create value for others. If such conflicts exist, this is a symptom of an environment that breeds such character, rather than an environment of unity of purpose that breeds communication and collaboration and more importantly -- impact.

Great insights! I've been on dysfunctional project teams during my career. They've been very costly, indeed! Take heed, all! Thanks, for your valuable input.

The inability of a narcissist to empathize is often a source of disruption in attempts to build collaborative teams. The narcissist is hyper- competitive and does not value others other than for their utility in accomplishing private agendas and goals. These people could honestly state that their greatest contributions are in developing a toxic environment so bad that the rest of the team gives up and goes along rather than weather the fight that comes with confronting them. So, why don't human resource professionals utilize personality tests treat identify these soulless creatures? Once a narcissist gets into a workplace, they are hard to remove and built their way to the highest level they can get, with no remorse.

Yes and no. If the diversity / culture you are embracing and being inclusive of is not interested in creating meaningful and positive impact for others - then no amount of empathy or inclusion will help the team accomplish what it is aiming to achieve. If each team member is not focused on their own personal & professional development in service to others -- then they should not be on the team.

In a true team culture, there are no power levels. Each member offers equitable value to the outcome impact. This does not mean each member's voice is of equal value - only that contributions are equalized if the contribution truly adds value. If a team member has value to offer and that value is valued by the team as contributing to the best outcome impact -- then that contribution adds value and that team member can see how their value is of value. A true team culture will reveal a person's character and value simply by the value of their contributions.

All are good arguments for what cause cross functional conflict. As it relates to conflicting priorities and to some extent cultural clashes I remember our leadership team getting together and the HR leader had specific investments to support the goals and objectives. To support his case he came to all of our meetings with a calculator and would whiteboard how the investments would pay for themselves and when. By meeting the finance lead and the rest of the leadership team on how we thought it led to making the investments and turning around the business.

Another common problem is team members who are not fully vested in the team. Sometimes this can come from the team member, who may think they are only responsible for "their piece" and not for full project success. Other times it comes from the team or team leader inviting a member to the project late or as-needed, and thus are sending a very clear signal that they are not a fully vested team member. Successful cross-functional teams should have all key functions present from the start of the project to the end of the project, and they should all represent the project rather than their function, accountable for full project success and thus part of all key discussions, trade-offs, and discussions.

The true value of equity, diversity, inclusion and, belonging (EDIB...) is of value only to two types of people -- those who: 1. possess a different life experience (which is all of us); 2. are seeking to better understand the world they live in and its people (which is some of us); The team members you are seeking are those who are of both types. Because this type of person will use such knowledge to better guide their personal and professional development in order to be of greater value to others. While the first type is a given, the second type is what you need -- to be.