Most strategic initiatives are run by teams whose members are drawn from around the company — from different functions, different business units, sometimes different countries. When it’s time to make decisions, these teams often run into trouble because individual members’ interests aren’t perfectly aligned. I spoke about the tensions inherent in collaborative work with Jeff Weiss and Jonathan Hughes, consultants with Vantage Partners and authors of a best-selling HBR article that addresses this topic: What Collaboration? Accept — and Actively Manage — Conflict.
Making Decisions Together (When You Don’t Agree on What’s Important)
Collaborative work has built-in tensions. Here’s how to resolve them.
November 12, 2013