Managers quickly learn that a different model of management is required when working across functions, especially when working with peers. This program builds on the basics learned in Developing High Functioning Teams, and then addresses the complexity of cross-functional dependence.

The program includes:

• Designing projects in a participatory manner, rather than driving ideas and plans, in order to secure commitment to goals. (i.e. Telling people what to do typically doesn’t work in this setting.)
• Understanding that collaboration is called for in the sense that people respond best when they "think together" or share mental understanding. Cross-functional teams are collaborative when members can influence and are willing to be influenced.
• Sharing mechanisms that foster the completion of complex projects that cross departments.
• Coaching leaders and teams as they work so that they build new practices for successful delivery of products and services.