Dealing with team resistance in cross-functional meetings. How can you effectively navigate these challenges?

Start before the meeting to be prepped for any potential conflict. Take time to understand the landscape... - Where have the teams worked together previously? - When have the worked well together? When have they not? Any common themes? - What is each team's goal going into the meeting beyond just getting the work done. Is a team looking to not burn out or showcase their capability to leadership? With that in mind, open the meeting with a clear indication of the desired outcome of your time together. Find a balance of letting teams share their opinion but facilitate the meeting with the goal in mind (sometimes restating it if needed).

Identificando previamente a los colegas que potencialmente se van a resistir a las propuestas. Con el fin de tener juntas individuales, antes de la junta multifuncional, para escuchar sus inquietudes y preocupaciones, quizá ellos tengan alguna forma diferente de resolver el problema. Explicaría la importancia del cambio que se pretende hacer, cómo afecta al negocio el no hacerlo, los beneficios de las propuestas a tratar para convertirlo en un promotor. En caso de que no sea posible le diría que quizá ni él ni yo somos los dueños de la solución, porque esta se encuentra en un nivel superior de toma de decisiones. Lo concientizaría de que tanto él y yo estamos centrados en resolver el problema de la empresa.

Building on Terrance’s comments, after starting the meeting with clear purpose and expected outcomes, open the floor with “what do you want to get out of this session?”. Give space for the first person to talk. This simple question can safely surface concerns. It also allows you to set expectations of what will be addressed in the session and what will be parked for a different meeting. To set the tone for meeting conduct if there is tension between participants, ask “what do we want to count on from others to make this a successful session?” Once the list is complete, introduce this as the meeting norms of how we want to be treated during the session. Invite the group to hold each other accountable to sticking to the agreement.

Manage cross-functional meetings is not simple. 1st of all each function has its own targets, purposes and goals. Sometimes cross-functional meetings goal and task may come in contradiction with some functions targets, goals, scope etc. If You want effectively navigate You shall be well prepared, You must share detail agenda, goals and other materials before meeting. It is very important to have some preparation meetings with key persons and management and/or representatives of function with estimated major contributions.

Start your meeting with a clear and concise purpose that is understood by all. If necessary list symptoms and be careful to include only facts and not opinions. Prepare yourself with a force field analysis if possible.

Set an agenda and make sure one adheres to it. Give space to air different opinions and facilitate discussion. Promote advocacy and enquiry. Ensure every voice in the room is heard. In the end make sure to acknowledge all and summarise the action points.

In some instances, resistance occurs because people are not given enough information or clarity about a change, and as a result, they don't fully understand it. This lack of transparency and understanding can lead to pushback or reluctance to accept the change. One thing I've found helpful in ensuring buy-in from different teams is to clearly explain the "why" behind an intervention or suggestion. This participatory approach encourages collaboration and open dialogue, helping to navigate challenges effectively.

State the objectives clearly and make sure they are understood by all. Limit the objectives and be careful not to place blame or suggest solutions with your statement(s).

Moveing from full time employee to Being an social entrepreneur. Have handled teams cultivating cross functional activities and shareing responsibility equally with all departments.. Most important was leading team like a leader than a Boss always makes it easier for us to help and connect .

What is the common goal? What are we trying to achieve as a group? What are the outcomes? Also, what are the consequences of not collaborating? Clearly identify how everyone's contribution is critical and valued.

Open dialogue is good but there needs to be a starting point. I've found proposing some initial direction or ideas helps keep discussion on track whilst still gaining good insight and keeping it a space for ideas - you're not saying it's final, but starting with potential solutions. Otherwise, it can easily become a rabbit hole of detail and idea free for all. It's key though if you are proposing some starting direction(s) you explain the 'why' behind your thinking and frame the problem you're collectively trying to solve

Al momento de facilitar el dialogo, asegurar dos cosas: 1. Todos están presentes (es decir, eliminar al máximo los distractores) 2. Todos participan (es decir, asegurar que todos participan ya sea contando su historia o visión) Para que esto funcione, es muy útil usar técnicas que permitan a los participantes representar sus ideas de forma física para que los comentarios que se hagan, no los sientan personales sino externos, por ejemplo, utilizar LEGO® SERIOUS PLAY® para hacer que las discusiones sean en torno a los modelos que construyen y no a sus "personalidades"

Overcoming resistance in cross-functional meetings involves understanding the motivations and KPIs of your audience. Clearly communicate the meeting’s objectives and how they align with each department’s goals. Encourage open dialogue and actively listen to concerns. Maintain an environment where every participant feels heard and valued. Building trust and demonstrating the collective benefits can help in aligning goals, enabling everyone to walk away with a win and reducing resistance.

Des décisions inclusives pendant les réunions sont cruciales pour garantir que toutes les voix sont entendues et que les meilleures décisions sont prises collectivement. Tous les participants partagent leurs idées sans crainte de jugement et respectent la diversité des opinions et des perspectives. Les personnes plus réservées ou moins dominantes puissent également s'exprimer afin de recueillir les commentaires de tous. Les opinions diverses sont sollicitées et stimulées, ce qui promeut des approches créatives. Cela non seulement améliore la qualité des décisions mais renforce également l'engagement et la confiance au sein de l'équipe ou du groupe.

Managing dynamics is one of the crucial points to be taken care of in Facilitation. Knowing individuals style of communication. Giving opportunities to shy people. Knowing individual's structure and what accountiblity they hold.

Know your DiSC personalities, strengths and weaknesses of the different types and cater/handle them accordingly. Watch body language of the participants and act before you have to react.

When I have a ‘yes but’ type person in my group I give them an official role- the yes but role. Near the end of the discussion I turn to them and solicit their input and acknowledge it as ‘yes but’ . It helps get out contrary opinions and sparks further discussion.

Let go of ego. The best manifestation is to let go of the title, not only of the managerial titles but the traditional/feudal titles of Atty, Madam, Ms. Mam, Sir, Boss, etc etc. specially in Asian cultures. In group meetings let everyone address each other with their first name, eliminate intimidation and let everyone feel they have the same footing.

Give credit where and when it is appropriate, summarize outcomes and ask if something is missing or needs to be added. Follow up to see if your team acts according to the agreement and acknowledge positive change.

É importante relembrar estrategicamente o papel de cada pessoa dentro do projeto. Reconhecer a importância de cada uma delas é fundamental e isso ajuda a reconectar elas. Ambientes de disputa no trabalho, por exemplo precisam ser administrados com estratégia e facilitar a conexão entre as pessoas é algo que um Estrategista de Comunidade pode fazer para ajudar a otimizar esse tipo de dinâmica