Strategic projects bring together participants from many functional areas. Stakeholders from departments directly affected by an initiative may be joined by representatives from legal, purchasing, IT, HR, and other support groups who will help get the project to the finish line. This diversity of expertise and experience is an important strength for high-stakes initiatives, but it can also create some hurdles.
Why Cross-Functional Projects Break Down
One challenge that arises when combining a wide range of disciplines and backgrounds is the variety of human-side factors that sometimes complicate project efforts. Differing opinions, personalities, and concerns can create a push-pull of competing ambitions and anxieties, all of which might hinder collaboration and slow project progress.
If multi-group difficulties are inflicting unexpected havoc on your initiative, consider some ways your team can address and resolve cross-functional dysfunction.
Secrecy and Information Hoarding Hurt Progress
When everyone works for the same company, you might think there wouldn’t be any secrets left. You’d be wrong. People’s desire to keep information—even company information—to themselves can be surprisingly strong. Departmental staffing forecasts, workflow frequency, even reporting structures might all be secreted away for any number of reasons, and sometimes for seemingly no reason at all.
If project participants aren’t forthcoming with information that’s necessary for the effort’s success, it’s important to be frank and direct about the situation. Ask why stakeholders don’t want to give up their data. They could be confused by complex disclosure policies or outdated rules. Perhaps they’re misinformed about corporate data confidentiality. A quick refresher on what constitutes sensitive information within the organization may be enough to break through the resistance. You might also proactively define who else in the project hierarchy will have access to shared data, since some information may indeed fall within restricted access guidelines.
Ego Clashes Disrupt Team Unity
Each participant brings value to the project, but it can be difficult to persuade people that others with different backgrounds, credentials, and expertise are equal contributors. Each department may also have its own authority levels that aren’t easily unified within the project relationship matrix. A manager in one functional area might be equivalent to a senior associate in another, for example, and the lack of parity can create friction when making project decisions or delegating tasks.
An introductory roundtable early in the project life cycle can provide a foundation for more productive cross-functional partnerships. Highlight participants’ value within the process so others can better understand where key knowledge and experience will benefit the group. Leveraging similarities among participants can also help project contributors put their egos aside. For example, if some stakeholders share a background in a particular industry or work experience, that may be a core attribute that unites the group. By emphasizing the sense of team, even if it begins with just a few people, you can encourage participants to focus more on what joins them rather than on what sets them apart.
Control Struggles Undermine Decision-Making
Though project contributors often resist taking responsibility for an initiative’s big elements, sometimes everyone wants to be in control. Hammering out the decision-making process can quickly become a debate on office politics, teams may split into factions fighting to dominate the discussion with their unique viewpoints, and task hand-offs could turn into arguments and finger pointing.
If project leaders want to maintain control when everyone else wants it, too, they can begin by developing a clear project charter and establishing protocols that are approved by the senior leadership team. An authority matrix further helps to address many of the issues projects encounter when control is at stake, and well-defined escalation paths quell disagreements when someone pushes to get their way.
Authority Matrix: A project tool that outlines who has decision rights, input roles, or veto power across tasks and milestones. Helps resolve control disputes and clarify accountability.
Strategic projects thrive when cross-functional dysfunction is addressed early and head-on. Transparency defeats secrecy. Mutual respect diffuses ego. Clear charters resolve control struggles. High-impact execution begins with human alignment.
FAQs
What causes dysfunction in cross-functional teams?
Misaligned priorities, unclear authority, and interpersonal friction are common causes of dysfunction in multi-department project teams.
How can I improve transparency in a strategic project?
Clarify what data is needed, why it matters, and how it will be protected. Encourage open dialogue and define access boundaries upfront.
What’s the best way to manage egos in a project team?
Highlight everyone’s value, emphasize shared goals, and create early opportunities for collaboration across roles and departments.
Why do power struggles happen in projects?
Ambiguous responsibilities or lack of a decision-making framework often lead to control conflicts. An authority matrix and project charter can prevent this.
How do I align a cross-functional team early?
Use kickoff sessions to establish rapport, clarify expectations, and define protocols. Set a tone of mutual respect from day one.