In a matrix organization—where people rely on getting work done through others over whom they have no direct authority—maintaining high levels of cooperation and coordination can be a challenge. The findings of OnPoint’s 2011 Execution Gap study helps clarify the extent to which organizations struggle with this:
- Only 47% responded favorably to the item, “decisions and actions are well coordinated across departments/functions.”
- Only 49% responded favorably to the item, “decisions and actions are well coordinated across levels of management.”
- 40% do not believe that people cooperate across functions and departments to achieve their organization’s strategic objectives.
- 44% do not believe that people in different divisions readily share information, ideas, and best practices.
What can leaders do to encourage and sustain cooperation? OnPoint’s research indicates that there are three key “cooperation builders” that are critical for success:
- Improve Communication and Transparency: Two simple actions—not assuming people know what you are thinking and paraphrasing to check for understanding—can go a long way toward making communication transparent and help prevent communication-related missteps.
- Agree On When Cooperation Is Needed and What It Looks Like: Although the process of discussing roles and agreeing on “when and how” to work together takes time, it is well worth the investment. Formally and explicitly working out roles at the early stage of a team’s formation, or whenever a lack of cooperation is noticed, helps preserve trust and enhances productivity.
- Align Interests and Establish Common Ground: When the objectives of one person or group are at odds with the objectives of another, cooperation suffers. To facilitate alignment, leaders must develop compatible and mutually supportive objectives in a thoughtful and explicit manner. One approach is to develop a set of broader, collective objectives for a team or work unit, then review the task objectives for specific individuals or groups and ensure that they are consistent with and mutually supportive of the collective objectives.
While these cooperation builders provide a foundation to encourage collaboration, they won’t eliminate disagreements about what, when, and how to do things. In order to sustain cooperation and collaboration in a global matrix structure, leaders must gain the support of others for their ideas and constructively resolve differences across organizational boundaries. Therefore, it is essential for today’s leaders to hone their influence and conflict management skills.
Leaders who focus on these areas will have much greater success in creating a culture of cooperation and achieving their business objectives in today’s matrix organizations.
