Cross-functional teams are structured to ensure the success of the project undertaken. The team ought to enhance efficiency and effectiveness and foster decision-making process. However, most of them fail due to the obstacles encountered in the process. For instance, poor alignment of team goal and objectives. Team goal needs to be clear and well understood. A team without alignment is challenged in enhancing cooperation and teamwork. Instead, the goal must be well defined to avoid confusion and conflict of interest amongst the members. Unwillingness and lack of commitment from the members that threaten the goal attainment (Lencioni,2002). Some may understand the project well, but cannot approach the team management for advice. Communication sharing and influence skills. A team leader needs to possess good communication and be influential, there may be poor communication especially between veterans and fresh graduate since the veteran may undermine the graduate. Lack of systematic plan that holds accountability, prioritization, oversight factor, time consciousness, and one that does not support strong governance is also another obstacle (Eric Reading, 1994).
Due to such challenges, I would structure a system that supports inclusivity. A delegation of duties and freedom to the members. Response to the member’s grievances and allow the discussion to solve the possible conflict, enhance fair and equitable platform for sharing information. Cultivate the culture of personal accountability to create courage, power, and desire to succeed in a team, focusing on the clear understanding of the team goal and objective. This will let vision align with the responsibility goals.
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The step to build trust, enhance communication that is open, frequent and clear within the team, this will enable me to solve minor problems and issues. Building an incremental relationship that focuses on conflict solving. Also, creative environment that extremely reduces stress on the team members as they perform duties. Be efficient effective, and avoid undermining any members regardless of the situation and status. This avoids frustrations and builds accountability and sound monitoring and evaluation systems (Kontera group,2006).
Reference
Bob Frisch.Harvard Business Review on Building Better teams .2011.
Gilbert W. Fairholm.Leadership and the culture of trust .1994.
Joe Fontiera, Daniel Liedl, Jim kouzes and Barry posner. Transforming Underperforming teams.2012.
Kontera group. Leadership and organization, Essential Principal of Staff care journal , 2006.
London, M and Moze, E. Leadership for Today and the Future.2012.
Patrick Lencioni.The Dysfunctions of a team, 2002
Russ J., Martelli, Tim, Rah Schulte and James M. Waddell, the new leadership challenge, 2010
