Breaking Down Organizational Boundaries
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It can be difficult to work across organizational boundaries when working in a matrix or cross-functional team. Here are some practical ways team leaders can improve collaboration and productivity.
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Breaking Down Organizational Boundaries
- 1. Breaking Down Boundaries: Achieving Results By Improving Collaboration Presented by: OnPoint Consulting
- 2. 2 Does This Sound Familiar? • Coordinating work and information horizontally as well as vertically • Decision makers without hierarchical position power • Reporting to two or more bosses • Involving cross functional stakeholders in decisions • Sharing resources and expertise
- 3. 3 Objectives • Understand what makes it difficult to effectively work across organizational boundaries • Learn three prerequisites required for collaboration in cross functional teams • Learn what skill is most critical for working in a cross functional team
- 5. 5 Before the 1960s Design Engineering Purchasing Manufacturing Marketing Sales
- 6. 6 Responding to Complexity and Globalization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Project Manager Staff Staff Staff Staff Staff Staff Project coordination Gray boxes represent staff engaged in project activities A grid like organizational structure that groups employees by multiple dimensions such as: • Function • Product • Region • Client
- 7. 7 Moving From Silos to Cross Functional Teams Design Engineering Purchasing Manufacturing Marketing Sales
- 8. 8 Intended Benefits • Able to focus on multiple business goals simultaneously • Encourages specialization • Increased access to diverse resources and capabilities
- 9. 9 Intended Benefits • Reduced duplication and costs • More efficient coordination and use of resources • Flexible staffing and resource allocation
- 10. 10 Intended Benefits • Speed of decision making; agile response to environmental changes • Increased motivation due to more democratic and participatory decision making
- 12. • Fewer formal ties between matrix partners • More ambiguity regarding who your matrix partners are • Increased importance of maintaining lateral relationships 12 From Grid to Network
- 13. 13 Challenges • Conflicting or unclear goals and priorities • Unclear roles and responsibilities • Ambiguous or shared decision authority
- 14. 14 Challenges • Internal conflicts • Silo-focused employees; conflict of loyalties • Leaders unaccustomed to sharing decision-making
- 15. 15 Challenges • Shared resources • Lack of clear accountability for matrix performance • Increased complexity
- 16. 16 “This idea that matrix does not work still exists today, even among people who should know better. Organization structures do not fail: managements fail to implement them correctly.” Jay R. Galbraith, Professor Emeritus at the International Institute for Management Development (IMS)
- 17. 1. Align goals and find common ground 2. Clarify roles and decision authority 3. Ensure the transparency of communication 17 Bringing Clarity to Multi-Functional Teams
- 18. • Cascade vision and company goals vertically • Set goals for cross functional team first and use them to guide goal setting for functional, regional or product groups • Review goals horizontally and ensure they are coordinated and mutually supportive 18 #1 Ensure Alignment
- 19. • Look for, and make explicit, shared values and beliefs among matrix partners 19 #1 Ensure Alignment • Make goal alignment a formal process
- 20. • Provide job descriptions • Work out roles and decision authority in advance • Apply the 80/20 rule; focus on 3-5 key decisions and activities 20 #2 Clarify Decision Authority
- 21. • Involve key stakeholders in the discussion • Communicate to the next level 21 #2 Clarify Decision Authority • Revise role agreements based on experience
- 22. • Responsible – group/person that will “make it happen” • Approve – group/person that has “go, no go” say • Consult – group/person whose input must be gotten before the decision is made or the action taken • Inform – group/person that must be told about the decision after it has been made 22 #2 Clarify Decision Authority
- 23. 23 RACI Chart Decision/ Activity 1 Decision/ Activity 2 Decision/ Activity 3 Matrix Partner 1 R C A Matrix Partner 2 A C R Matrix Partner 3 C I C Matrix Partner 4 I R C Matrix Partner 5 C R I
- 24. • Make sure the right people are involved in decisions • Clarify expectations; don’t assume everyone is on the “same page” • Check for understanding before responding or taking action 24 #3 Transparency of Communication
- 25. • Create formal communication plans that outlines who communicates what to whom and when 25 #3 Transparency of Communication • Use action plans to document agreements and expectations regarding accountability and timing
- 26. Success depends on: • The ability to gain the support and commitment of people over whom you do not have direct authority Working Across Boundaries 26
- 27. Getting people to change their behavior, opinion, attitude or accept your point of view in a way that meets their needs and without coercion or a feeling of being directed. What is Influencing? 27
- 29. • Lay the foundation for the effective use of influence well in advance Demonstrate your credibility and track record Identify shared goals or common ground Build positive work relationships and trust Get to know the needs and values of the people you depend on to get things done 29 Tips for Effectively Influencing
- 30. • Influence people from their point of view, not your own • Do not overly rely on reasoning • Translate “facts” and “features” into benefits • Increase the use of paraphrasing, empathizing and questions 30 Tips for Effectively Influencing
- 31. • Identify and regularly communicate shared goals and common ground • Establish goals and priorities for the matrix team before the individual groups • Build trust by increasing credibility and reliability • Demonstrate empathy and a low self-orientation to build relationships 31 Best Practices
- 32. • Agree on roles and decision authority for key decisions and activities in advance • Align the performance management system to clarify and reinforce behaviors that support the success of the matrix • Recognize that cooperation is a fragile state and requires constant attention 32 Best Practices
- 33. Thank you! www.OnPointConsultingLLC.com | 212.472.8081
Notes de l'éditeur
- Welcome/introductions Session will cover some of the key topics related to trust in a virtual setting. This work comes out of more than 10 years of research and consulting on virtual teams, which is further outlined in our recent book, Virtual Team Success. We have tried to make it fairly interactive. We will not cover every single page in workbook but it is a very useful reference.
- Examples from Critical Thinking Means Business white paper
- Examples from Critical Thinking Means Business white paper
- Examples from Critical Thinking Means Business white paper
- Examples from Critical Thinking Means Business white paper
- Examples from Critical Thinking Means Business white paper
- Examples from Critical Thinking Means Business white paper
- OnPoint, along with Dr. Gary Yukl, has done 20 years of research to identify what effective leaders do to gain the support and commitment of others We identified 11 influence tactics. I’ll spend the most time on the five tactics that are most effective in a virtual environment – rational persuasion, inspirational appeals, consultation, collaboration, and apprising
- Key point It’s better not to wait until you need to influence someone to establish credibility or build a relationship. It may be too late. Demonstrating your credibility and establishing a successful track record – Being seen as someone who “knows what they’re talking about” is an important determinant of whether people take your ideas and proposals seriously and give them appropriate consideration. Identifying shared goals or common ground – Even a well thought out proposal will not result in a change in the other person’s behavior or attitude if goals are not aligned. Despite the potential power of your argument and the strength of your supporting data, if you’re focused on an outcome the other person may not be interested in you will not be successful. Rather than repeating your position more forcefully when you realize your rational argument is not having the intended effect take a moment to ensure goals are aligned. Building positive work relationships – Positive work relationships and trust are a prerequisite for the effective use of the influence tactics of inspiration and consultation. Trust and relationships take time to establish and must be in place if you want to increase your style flexibility and decrease your dependence on rational arguments. Getting to know the needs and values of others – The key to effective influence is to see the issue from the other person’s point of view, not your own. Using facts and focusing on values and benefits you think are desirable, or that would generally be attractive, is not as effective as clarifying the specific benefits complying with your proposal would have for the other person or how your proposal is consistent with the specific values and beliefs that are important to them.
- Using general/generic facts and features can be effective but translating facts and features into benefit statement for the target of your influence attempt makes the proposal more personal and powerful Clarify what resources you control that others need or would like – One core tactic for gaining the support of others is providing resources or help that would make it less difficult for the other person to comply with your request or proposal. To do this well you need to know what resources you control and what they need.