Every day we hear of previously successful organizations that are now struggling with team collaboration. People are leaving in droves, the bottom line is plummeting, and projects are failing. But it’s not as simple as pointing a finger at one or more teams and saying, ‘It’s YOUR fault. Fix it.” How teams work together is nuanced and messy. Teaming is different today than it was 50 years ago, or even 5 years ago.

Since the 1920s, team building has been used to form bonds and strong working relationships with units of people. It used to be that teams were built around a function, like a marketing team or a new product development team. Those groups of people built trust and camaraderie amongst themselves and were proud of their team team cohesion. The mark of a good team was how loyal the members were to one another. 

Whereas now, because we’ve learned and grown, we understand that loyalty should be to the organization, not to a specific team or person. The way we work has also evolved. Instead of working with only one team, employees are called to work with new teams all the time. Teams are built around temporary projects, rather than functions of the team members. Therefore, connection and adaptation are critical elements.

These changes are for the better, but they aren’t always an easier way to work. Because of this, the ways of the past linger and the temptation to surround oneself with those that are most loyal and require the least amount of change is sometimes hard to overcome. 

Let’s take a look at how we got here and some of the problems that arise when teams are stuck in their individual units or silos.

Groupthink refers to the tendency within a group to conform to the majority’s opinions or decisions, often leading to flawed or irrational outcomes. When a team or organization is prone to groupthink, several issues can arise:

• Lack of Diverse Perspectives: By only engaging with the same small group of people who share similar viewpoints (“yes people”), the organization misses out on the benefits of diverse perspectives and ideas. This can result in overlooking innovative solutions and failing to identify potential risks.
• Stifling Creativity: Groupthink discourages dissenting opinions, which can stifle creativity and prevent the exploration of alternative approaches. This can hinder the organization’s ability to adapt to changing circumstances and market demands.
• Poor Decision-Making: Decisions made under groupthink are often rushed, lacking critical analysis and thorough evaluation of alternatives. This can lead to poor choices, missed opportunities, and negative consequences for the organization’s performance.

Legacy Thinking refers to a mindset that clings to established practices and resists change, even when those practices are outdated or no longer effective. This mindset can have significant negative impacts on an organization:

• Innovation Stagnation: Legacy thinking hinders the adoption of new technologies, processes, and strategies that could drive innovation and keep the organization competitive. This can lead to being left behind in a rapidly evolving business landscape.
• Inefficient Processes: Holding onto old ways of doing things may result in inefficient and time-consuming processes that do not align with modern best practices. This can hinder productivity and limit the organization’s ability to respond quickly to market shifts.
• Lack of Adaptability: A focus on past successes can prevent an organization from adapting to changing customer preferences or emerging trends. This can result in missed opportunities and a failure to meet evolving customer needs.

Tunnel vision occurs when a team becomes overly fixated on a single goal or objective, often neglecting broader perspectives and potential risks. This can lead to several challenges:

• Missed Warning Signs: Tunnel vision can cause teams to overlook early warning signs of problems or opportunities outside their narrow focus. This can lead to being blindsided by unexpected issues that could have been addressed earlier.
• Limited Problem-Solving: Focusing solely on one goal limits the exploration of alternative strategies and creative problem-solving. This can hinder the organization’s ability to effectively navigate complex challenges.
• Failure to Adapt: Organizations with tunnel vision may struggle to pivot or change direction when circumstances change. This can result in a failure to stay ahead of market shifts or capitalize on emerging trends.

In essence, these three problems can severely impact an organization’s ability to remain competitive, innovative, and adaptable. Addressing these issues requires fostering a culture that encourages diverse perspectives, embraces change, and maintains a broader awareness of the evolving business landscape.

Let’s just play it out. Here’s an example – a business wants to build an airplane and has divided the construction process of the airplane into four distinct departments, each responsible for building a specific part of the plane. The departments and their assigned tasks are as follows:

1. Fuselage Department: This team is tasked with designing and constructing the central body of the airplane, including the cockpit, passenger cabin, and cargo holds.
2. Left Wing Department: This department is responsible for designing and fabricating the left wing of the airplane, which includes the wing structure, control surfaces, and aerodynamic features.
3. Right Wing Department: Similar to the left wing department, this team is focused on designing and building the right wing of the airplane, mirroring the tasks of the left wing team.
4. Tail Department: This team is tasked with constructing the tail section of the airplane, which includes the horizontal and vertical stabilizers, as well as the tail cone.

The individual units go to work and here are the results:

Put it all together:

WOW – that’s something, isn’t it?

Fragmented Communication

Different teams are working independently, with minimal communication or collaboration with the other departments. Without important information, these siloed units are bound to have misunderstandings, duplication of efforts, and a lack of awareness about how each part of the airplane connects with others.

Misaligned Goals

There is no project management, and since the departments are not working toward a common goal, they might inadvertently prioritize their own objectives over the overall functionality and integration of the airplane. This can lead to a lack of coordination and a disjointed final product. Without a shared goal, it’s six unique projects, not one. 

Integration Issues

Without cross-departmental communication, there is a risk of integration problems when it comes time to assemble the various components of the airplane. Parts may not fit together seamlessly, leading to delays, rework, and compromised safety.

Inefficiencies and Delays

The siloed approach can result in inefficiencies, as departments may not be aware of advancements or changes made by others. This can lead to missed opportunities for optimization and potentially cause delays in the overall production timeline.

Quality and Safety Concerns

With limited communication and collaboration, there’s a higher likelihood of overlooking critical quality control and safety considerations that arise at the intersections of different components.

For most organizations, the issues aren’t this well illustrated or extreme. Obviously we are exaggerating to make a point. But the results are the same. When teams work in silos and don’t collaborate, fragmented communication, unclear goals, inefficiencies and delays, integration challenges, and quality and safety issues become the norm. And, because it’s not quite as easy to define, it can manifest itself in ways that you can’t quite put your finger on. Perhaps turnover is high; costs are going up; or retention of clients is lower. All of these things can be real-time symptoms of a lack of good team collaboration.

In systems theory, a high-functioning and highly-collaborative team can be understood as a dynamic and interconnected system. The interactions and relationships among team members contribute to the achievement of common goals. Plus, when a team has confidence in itself and its members, it has the capacity to engage stakeholders in more powerful ways, ultimately addressing needs and finding solutions that have better outcomes.

Interconnectedness

A high-functioning company is characterized by strong interconnectedness among its members. This means that team members recognize their interdependence, complementary skills, and the impact of their actions on each other. They understand that their individual contributions contribute to the overall success of the team and its objectives.

Open Communication

Effective communication is a cornerstone of a collaborative team. In systems theory, communication is a great way to facilitate teamwork through the flow of information, feedback, and ideas within the system. Highly-collaborative teams encourage open and transparent communication, share documents, and enable members to share their perspectives, insights, and concerns freely. Great ideas rarely come from one person or department alone. Cross-functional collaboration and innovation drives the best solution. 

Feedback Loops

Systems theory emphasizes the presence of feedback loops and the importance of when team members share knowledge. Outputs from one part of the system have a positive impact on all parts. A high-functioning team actively seeks and integrates feedback. This iterative process helps the right people continuously improve and adapt its strategies, processes, and interactions.

Shared Vision and Goals

A collaborative team operates with a shared vision and common goals, leading to a strong team identity. Systems theory highlights the importance of defining a clear purpose that guides the actions and decisions of the system’s components. When all team members align around a common vision, they work together harmoniously towards achieving shared objectives.

Roles and Specialization

Just as systems consist of specialized components with specific roles, a collaborative team acknowledges the diverse strengths and expertise of its members. Each individual brings unique skills to the team, and roles are assigned based on these strengths. This approach fosters a sense of value and respect for individual contributions.

Adaptability and Flexibility

Systems theory recognizes that systems need to adapt to changes in their environment to maintain balance and functionality. Similarly, workplace collaboration is adaptable and flexible in response to evolving circumstances in order to produce their best work. Team members are open to adjusting their approaches and strategies as needed to address challenges and capitalize on opportunities.

Trust and Respect

Trust and respect are essential components of an employee engagement. Systems theory highlights the importance of positive relationships among system components, and trust and respect are fundamental to building strong relationships within the team. When a collaborative team member trusts and respects another, they are more likely to work together effectively.

Conflict Resolution

Conflict is a natural part of any system, and systems theory emphasizes the need for effective conflict resolution mechanisms. In a collaborative team, conflicts are addressed constructively, fostering a healthy exchange of ideas and leading to better decision-making and outcomes.

Emergent Properties

Systems theory recognizes that systems often exhibit emergent properties – qualities that arise from interactions among the system’s components. A highly-collaborative team has an open mind and can develop emergent properties such as creativity, synergy, and innovation, where the collective efforts of the team result in outcomes that exceed the capabilities of individual members.

By applying systems theory principles, a high-functioning and highly-collaborative team operates as an adaptive, knowledge-sharing, interconnected, and goal-oriented system. This approach enhances the team’s ability to work together harmoniously, leverage its collective strengths, and achieve exceptional results.

The best way to transform a dysfunctional, siloed team into one with effective collaboration and high productivity requires a comprehensive and systematic approach, and it’s a long game. This won’t happen overnight. 

Work with an outside professional. It’s true – when you are in the weeds, it’s hard to know what’s a weed and what’s a thriving life-giving plant. Plus, skilled consultants have access to collaboration tools that are best suited for your needs. When you have an outside perspective who is skilled in facilitating this work, it will go faster and be more successful!

Of course, we would love to talk to you about your challenges. 

Assess and Acknowledge

• Begin by objectively assessing the team’s current state and work environment, identifying the specific issues, and acknowledging the existence of dysfunction and silos. A good coach/consultant can guide you toward the right assessments for you and your people. 
• Assessing teams and individuals will allow you to engage with team members in open discussions to understand their perspectives and different backgrounds and solicit their input on potential solutions.

Create a Shared Vision and Goals

• Establish a shared vision for the team that emphasizes collaboration, open communication, and a clear sense of purpose. Now, with remote teams, in-person teams and hybrid teams, it becomes even more important to create a unified vision. Unless everyone carries the same vision for what the airplane will look and perform like, well….you know what happens!
• By defining common goals and objectives that align with the organization’s mission and values, you can encourage team members to work together towards a unified purpose

Insist upon Leadership Commitment

• Leadership plays a crucial role in driving change. Ensure that leaders are committed to the transformation and model the collaborative behaviors they expect from the team.

Encourage Cross-Functional Communication

• Implement channels for cross-functional communication that break down silos. Regular team meetings, collaborative tools, and open forums can facilitate the exchange of information and ideas.
• Encourage active listening to different ideas and ensure that all team members have opportunities to share their insights and perspectives.

Hold Team-Building and Trust-Building Activities

• Organize team-building activities that promote trust, strengthen relationships, and improve understanding among team members and team leaders.
• Facilitate open discussions about individual strengths, weaknesses, and expectations to build a foundation of trust.

Define Clear Roles and Responsibilities

• Define clear roles and responsibilities for each team member. Cross-team collaboration requires that you ensure that everyone understands how their contributions fit into the bigger picture.
• Emphasize the importance of interdependence and how each role contributes to the success of the whole team. Project Managers understand this. Make sure that everyone on the team also does.

Celebrate Collaborative Decision-Making

• Transition from hierarchical decision-making to more inclusive and collaborative approaches in the workplace . Involve team members in decisions that affect the entire team.
• Use techniques such as brainstorming, consensus-building, and participatory decision-making to foster a sense of ownership and commitment.

Provide Training and Skill Development

• Provide training and skill development opportunities that enhance both technical and soft skills, such as communication, conflict resolution, and emotional intelligence.
• Empower team members with the tools they need to engage effectively in collaborative efforts.

Train Good Conflict Resolution

• Equip the team with effective conflict resolution strategies to address disagreements constructively and prevent conflicts from escalating.
• Encourage open dialogue and teach negotiation skills to find win-win solutions.

Build a Culture of Continuous Feedback and Improvement

• Establish regular feedback loops where team members can provide input on the team’s progress and suggest improvements.
• Continuously assess the team’s collaborative efforts and adjust strategies as needed to ensure ongoing growth and development.

Recognize & Celebrate

• Acknowledge and celebrate positive work, milestones, achievements, and instances of successful collaboration.
• Recognize and appreciate individual and collective contributions, reinforcing the value of teamwork.

By following these steps, you can guide your dysfunctional, siloed team towards a more collaborative and productive environment, fostering better communication, trust, and shared success. But remember, changing team dynamics takes time. Be patient and persistent in driving the transformation process, understanding that it may involve setbacks and challenges along the way.