It can be challenging to synchronize complex tasks across multiple functions. Rather than cooperating, too many functions end up competing for power, influence, and limited resources. And such rivalry is more than a nuisance: It’s costly. One study reports that 85% of workers experience some regular form of conflict, with U.S. workers averaging 2.8 hours per week. That equates to $359 billion paid hours mired in conflict. It’s easy to blame these conflicts on personalities — think toxic bosses or big egos — but in my experience as an organizational consultant, the root cause is more often systemic. For example, this study examining the rivalry between sales and marketing showed that conflicts between managers from these historically warring functions were not driven by interpersonal issues. They were tied to the frequency of how they exchanged information, and the degree to which there were effective processes connecting their work.
How to Permanently Resolve Cross-Department Rivalries
Organizations naturally fragment as they grow, pulling people apart into silos and creating functional borders that can set departmental rivalry in motion. Superficial solutions like team building or conflict training don’t do a good job of addressing fraying cross-functional relationships. Instead, leaders should hold a series of conversations to help people in those departments better understand their counterparts and commit to mutual success. Use these four questions to guide those discussions: What value do we create together? What capabilities do we need to deliver the value? How will we resolve conflicts and make decisions while maintaining trust? What do we need from each other to succeed? By agreeing on why and how they need to work together, these departments will not only better coordinate their efforts but reduce friction between them as well.