5 perils of cross-team collaboration

How did you feel the last time someone told you, “org charts don’t matter?” I have almost always heard that phrase in conjunction with some form of cross-team project or collaboration. When there is a equity — diversity, opportunity, and equality — in the workplace, it feels liberating to leave the org chart behind and rally around an initiative. But it can also be used as a defense for a policy change or an awkward collaborative initiative. The context is important, because without workplace equity, the phrase implicitly deflects criticism from management and puts the burden on the individual contributor to make things work. And an individual contributor will be hard pressed to state that org charts don’t matter when they don’t have any organizational power. When it is used as a supporting argument for cross-team collaborations, the phrase implies a false sense of unity. Organizational boundaries shouldn’t matter, you see, because we are all working to implement a common corporate agenda. And actually, few would disagree with that sentiment. The issue is the how, not the what. For the individuals involved, there may be very practical difficulties that result from cross-team assignments that make their lives more complicated. They — and first-line managers — tend to experience the greatest difficulties from these arrangements if they are poorly executed. <a href="https://medium.com/@daveowczarek/5-perils-of-cross-team-collaboration-f7f9aba73d8b">Visit Now</a>