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| − | Multidisciplinary project teams can lead to more innovative solutions and a better understanding of the project's complexities by providing a wider range of perspectives, skills, and experiences. This is particularly useful for projects that need to take a comprehensive approach and integrate multiple disciplines, such as design, engineering, marketing, and technology. By combining these different skill sets, a team can tackle complex problems more effectively and deliver a more comprehensive solution.
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| − | One of the major sources of project complexity is human behavior. It can increase the complexity of a project by introducing factors of subjectivity, different cultural or professional backgrounds or attitudes. This makes project leadership a complex and challenging task that requires a combination of technical and interpersonal skills. This leadership is not tied to the project manager alone, as successful projects feature various team members who demonstrate leadership skills. <ref name="PMIGuide"> Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI) </ref> Not to mention, building these teams requires a wide range of leadership skills to create an effective project environment, which is necessary to allow team members to work together and achieve synergistic effects and the best possible outcome. <ref name="Kerzner"> Kerzner, H. (2017). Project Management - A Systems Approach to Planning, Scheduling, and Controlling (12th Edition). John Wiley & Sons </ref> <ref name="PMIGuide"/> Creating such an environment involves proper communication, motivation, and taking action when the situation requires it. <ref name="PMIGuide"/>
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| − | This article outlines the key elements of successful multidisciplinary project team leadership. These include building a high-performing team, setting clear goals and expectations, managing conflict and overcoming obstacles, and motivating and engaging team members. The article also discusses the limitations of multidisciplinary project teams. An annotated bibliography is provided for further reading on this topic.
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| − | == Background ==
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| − | === Definition multidisciplinary/cross-functional team ===
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| − | "Cross functional teams are groups of people from various departments in an organization—such as marketing, product development, quality assurance, sales and finance—who work together to achieve a common goal. Oftentimes, cross functional teams are organized to complete a specific project, but they can also be created with a more ongoing purpose." <ref name="ForbesAdvisor"> ''Christine Organ, Cassie Bottorf, 2022, What Are Cross-Functional Teams? Everything you need to know, https://www.forbes.com/advisor/business/cross-functional-teams/'' </ref>
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| − | Functional diversity in the context of cross-functional teams refers to the range of skills, knowledge, and expertise that team members from different functional areas bring to the team.
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| − | On a cross-functional team, it can be beneficial because it brings together individuals with different perspectives, experiences, and knowledge, which can lead to more innovative and effective solutions.
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| − | For example, a marketing professional might bring a customer-focused perspective, an engineer might bring technical expertise, and a finance professional might bring financial analysis skills. <ref name="FuncDiv"> "Jackson, S.E. (1996). The consequences of diversity in multidisciplinary work teams. In West, M.A. (Ed.) Handbook of work group psychology. John Wiley & Sons Ltd: UK" </ref>
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| − | === Why multidisciplinary teams? ===
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| − | In order for the team to view the full picture, cross functional teams remove the "silos" of a typical organizational structure. Working with individuals who have different perspectives, specialties, and backgrounds allows the team as a whole to solve issues more quickly and accomplish project objectives. Because each department is involved throughout the process rather than a project going from department to department, they can foresee obstacles earlier in the process.<ref name="ForbesAdvisor"/>
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| − | The main reasons for adopting cross-functional teams according to <ref name="Edward"> ''Edward F. McDonough III. (2000). Investigation of Factors Contributing to the Success of Cross-Functional Teams. Elsevier Science Inc'' </ref> can be grouped under performance increase and process improvement:
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| − | {| class="wikitable" style="margin:auto"
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| − | |+ Reasons for adopting cross-functional teams
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| − | ! Performance Increase !! Process Improvement
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| − | | Speed || Cross-functional interactions
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| − | | Quality || Ownership
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| − | | Customer satisfaction || Improved process
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| − | | Success rate || Motivation and satisfaction
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| − | | Lower Costs || Resource use
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| − | | || Improve control
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| − | By bringing together individuals with different skills and perspectives, cross-functional teams can improve problem-solving efforts, resulting in more efficient and effective outcomes. This, in turn, can increase the speed at which projects are completed, leading to faster delivery times and greater agility. Diverse perspectives and expertise enable a more comprehensive evaluation of options and a more informed decision-making process. This can lead to higher customer satisfaction rates, increased success rates and therefore improve the quality of project outcomes. In addition, facilitating the sharing of knowledge and best practices will result in process improvements in general. Furthermore, cross-functional teams are promoting ownership, and accountability and therefore are leading toward a shared sense of responsibility for project success, resulting in increased motivation and satisfaction among team members. Thus, enabling an improved team morale and a greater commitment to achieving goals.
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| − | All those benefits can lead to improved organizational effectiveness and better business outcomes, making cross-functional teams an attractive option for organizations looking to achieve more innovative and significant results.
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| − | == Challenges working within multidisciplinary teams ==
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| − | This functional diversity leads to three key differences of cross-functional teams when compared with traditional teams: First, their members have competing social identities and loyalties. Most people tend to identify more socially and psychologically with their function and responsibilities than with their organization. This can lead to conflicts between team members, as teams also generate their own identities and loyalties. Second, cross-functional teams are subject to significant pressure and conflict because they are often temporary task teams, which are created to work on a specific project or goal. Finally, these teams often face high-performance expectations, with ambitious goals to reduce time, create knowledge, and improve organizational learning. <ref name="Holland"> ''Holland.S, Gaston.K, Gomes.J. (2000). Critical success factors for cross-functional teamwork in new product development. International Journal of Management Reviews. Blackwell Publishers'' </ref> <ref name="Chimneys"> ''Denison, D.r., Hart, S.l. , Kahn, J.A (1996). From chimneys to cross-functional teams: Developing and validating a diagnostic model. Academy of Management Journal, 39 1005-1022.'' </ref> Overall, cross-functional teams are designed to bring together diverse skills, experiences, and perspectives to achieve a specific goal or project. Traditional teams, on the other hand, are designed to accomplish ongoing tasks or goals within a specific department or functional area.
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| − | Challenges often arise when working with cross-functional teams because of the inherent functional diversity among team members.<ref name="Webber"> ''Webber.S. (2000). Leadership and trust facilitating cross-functional team success. Journal of Management Development. Emerald'' </ref> The fundamental differences between individuals from different functional areas, such as personality, culture, language, jargon, organizational responsibilities, and reward systems, can create barriers to effective team processes. This diversity can lead to conflicts in priorities and goals, as different departments have different goals and interests. <ref name ="Song"> Song, X.M., Montoya-Weiss, M.M. and Schmidt, J.B. (1997). "Antecedents and consequences of cross-functional cooperation: a comparison of R&D, manufacturing, and marketing perspectives." ''Journal of Product Innovation Management,'' Vol. 14, pp. 35-47. </ref>
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| − | Other challenges associated with cross-functional teams include time allocation diversity, where team members devote different amounts of time to the project, and multiple reporting relationships, which can lead to role ambiguity and overload. <ref name="Chimneys" /> The different value systems within a cross-functional team can also hinder the development of trust, making it difficult to achieve high performance potential. <ref> Sitkin, S.B. and Roth, N.L. (1993). "Explaining the limited effectiveness of legalistic remedies for trust/distrust." ''Organization Science,'' Vol. 4 No. 3, pp. 367-92. </ref>
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| − | Leaders must recognize these challenges and develop strategies to create a climate of trust, promote effective team processes, and ultimately achieve successful performance within cross-functional teams.
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| − | == Application ==
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| − | Effective leadership is critical to realizing the full potential of cross-functional teams and driving their success. This section explores the key aspects of leading cross-functional teams based on success factors described by <ref name="PMIGuide" /> <ref name="Kerzner" /> <ref name="Edward" /> <ref name="Holland" />, including building high-performing teams, setting clear goals and expectations, managing conflict, and motivating and engaging team members. By understanding and implementing these strategies, leaders can ensure that their cross-functional teams are well-equipped to overcome challenges, collaborate effectively, and contribute to the overall success of the organization.
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| − | === Building a High-Performance team ===
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| − | To build a high-performing team, several factors need to be considered. First, management plays a critical role in setting the team climate, aiming to create an innovative environment by empowering team members and fostering a sense of urgency with a "priority image" that generates commitment. Human resources are another critical aspect, focusing on increasing commitment, trust, communication and collaboration among team members. The skills and functional diversity within the team, along with the right combination of technical expertise, and interpersonal skills, contribute to the team's effectiveness and process performance. Management should therefore set a stage by assembling a team that possesses these qualities.
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| − | Enablers, individuals with a vested interest in the project's success, can play an enabling role by raising awareness and overcoming management resistance. Their indirect influence on the project outcome and their moderating effect on the relationship between stage-setting elements and project performance can be invaluable. Finally, respect among team members is essential for open communication and trust, and team leaders can foster this by modeling the desired behavior and using their interpersonal skills.
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| − | === Establishing Clear Goals and Expectations ===
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| − | When managing a cross-functional team, it is essential to set clear goals and expectations to ensure success. Setting well-defined goals provides a common frame of reference that encourages a higher level of cross-functional collaboration. Overarching goals help structure tasks and facilitate collaboration by keeping team members focused on a common outcome. Creating boundaries for the project team prevents constant redefinition of directions and focuses the team's efforts by explicitly stating what to do and what not to do.
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| − | Ownership, which goes beyond commitment and duty, involves team members tying their identity to the outcome of the project. This sense of ownership can be fostered by establishing a climate, empowering the team, and setting goals. Involving the team in translating goals into specific deliverables is a critical step in cultivating ownership and setting the team up for success. By addressing these factors, cross-functional team management can effectively establish clear goals and expectations, paving the way for successful project outcomes.
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| − | === Managing Conflict and Overcoming Obstacles ===
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| − | Effectively managing conflict and overcoming obstacles in cross-functional teams are critical aspects of successful team management. Team leaders play a critical role in these processes by acting indirectly as enablers, focusing on facilitating the team's work rather than engaging in developmental tasks themselves. A participative leadership style allows team members the freedom to explore, discuss, and challenge ideas, creating a collaborative environment. By sharing information and knowledge widely, keeping team members challenged, and maintaining a positive climate, team leaders can cultivate cooperation, respect, and open communication within the group. Especially respect is essential to promote open communication and trust among team members.
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| − | Senior management support is critical to team performance and can take many forms, including demonstrating commitment, helping to overcome obstacles, and providing encouragement. Team leaders should act as a bridge between the project team and senior management, lobbying for resources, protecting the group from outside interference, and managing expectations. By addressing these success factors, managers can effectively handle conflict and overcome obstacles in cross-functional teams, paving the way for successful project outcomes.
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| − | === Motivating and Engaging Team members ===
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| − | Motivating and engaging team members is essential for the team's success. Empowerment is a critical success factor, setting boundaries primarily through clear goals allows the project team to make project-related decisions autonomously. Giving team members more decision-making responsibility leads to increased engagement, satisfaction, and project speed. By pushing decisions down to the lowest level possible, organizations can respond more quickly and reduce the time it takes to solve problems and take action. Empowerment also indirectly affects performance by fostering collaboration among team members.
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| − | Again enablers as described already above, can play an activating role by raising awareness and overcoming management resistance. Their indirect influence on the project outcome and moderating effect on the relationship between stage-setting elements and project performance can be invaluable in maintaining motivation and dedication.
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| − | Commitment is another key aspect, as it refers to the sense of duty that team members feel towards achieving the project goals and their willingness to do what is necessary for the project to succeed. Project managers who are successful in gaining commitment from their team are more likely to achieve project goals.
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| − | === Monitoring and Evaluating Team Performance ===
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| − | Monitoring and evaluating team performance is an essential aspect of managing cross-functional teams, as it allows leaders to identify areas for improvement and adjust strategies accordingly. It is crucial to establish a set of key performance indicators (KPIs) that are aligned with the project's goals and objectives. These KPIs should include several dimensions, such as schedule, budget, quality, and stakeholder satisfaction. Regular progress reports and team meetings can be used to assess the team's performance against these KPIs, providing managers with valuable insights to address any issues or bottlenecks in a timely manner. <ref name="Kerzner" /> As mentioned earlier it is also important to create an environment that encourages open communication and feedback so that team members can share their concerns, challenges, and suggestions for improvement. By continuously monitoring and evaluating performance, leaders can ensure that cross-functional teams remain focused, engaged, and on track to achieve their project goals and contribute to the success of the organization.
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| − | [[File:Figure_Sucess_framework.png|thumb|text-bottom|right|500px|Figure 1: Model of proposed interactions among stage setters, enablers, team behaviors, and cross-functional team success, own figure adopted from <ref name="Edward" />]] Figure 1 shows the importance of certain initial conditions which all where mentioned in the several parts of leading multi-disciplinary teams, known as "stage-setting elements. These elements indirectly affect project outcomes by influencing team behavior, which in turn affects project performance. Collaboration, ownership, and commitment are essential to project success, as stage-setting elements alone may not produce sufficient results.
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| − | Therefore this model also emphasizes the role of "enablers," such as senior managers, team leaders, and champions, in shaping project performance. Enablers influence project success primarily by influencing team behavior, rather than having a direct impact on project outcomes. They can also moderate the effects of enablers on team behavior, with their own actions and the foundation they establish for new product development projects playing an important role in fostering a collaborative and respectful team environment. In addition, the model recognizes that contextual factors, such as company size and industry, can influence stage-setting elements, enablers, and team behavior.
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| − | == Case Studies ==
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| − | == Summary ==
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| − | == Limitations ==
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| − | *Varying definitions: The definition of a "multidisciplinary team" can vary from one organization to another, and this can make it challenging to create a standardized approach to writing about the topic.
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| − | *Lack of standardization: There is no single best way to lead a multidisciplinary project team, and different approaches may work better for different organizations or projects. This could make it challenging to create a comprehensive guide to leading these teams.
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| − | *Complexity: Leading a multidisciplinary team is a complex process that involves managing a range of different personalities, communication styles, and areas of expertise. This complexity can make it challenging to distill the topic into a concise and easily digestible article.
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| − | *Scope: The topic of leading multidisciplinary project teams is broad and covers a range of different subtopics, including team-building, conflict resolution, project management methodologies, and more. It could be challenging to cover all of these subtopics in a single article.
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| − | == Annotated Bibliography ==
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| − | *Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI)
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| − | *Kerzner, H. (2017). Project Management - A Systems Approach to Planning, Scheduling, and Controlling (12th Edition). John Wiley & Sons
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| − | *Edward F. McDonough III. (2000). Investigation of Factors Contributing to the Success of Cross-Functional Teams. Elsevier Science Inc
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| − | == References ==
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| − | <references />
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