4/10/2020
I can hardly consider specialization in itself evil. On the other hand, I am thoroughly convinced that much evil of our times is related to specialization and that we desperately need to develop an attitude of suspicious caution toward it. I think we need to treat specialization with the same degree of distrust and safeguards that we bring to nuclear reactors.
- M. Scott Peck
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1. The inherent nature of boundaries
 Definition – separation
 Functional
 Physical
 Budgetary
 Authoritatively
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2. Problems with Boundaries
 Investment Losses
 Customer Service Failures
 Unmotivated Employees
 Overlapping Responsibilities
 Poor performance
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3. Contributing Factors
 Language
 Culture
 Location
 Category dissimilarity
 Addition/multiplication problem
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4. Resolution Principles
 Must be mutual
 Requires continual effort
 Create sensitivity not edicts
 Seek structural changes
 Build company context (values)
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5. What to do?
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Select and train right people (skills)
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Develop relationships
Maintain relationships
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Seek information
Persuade others
Manage uncertainty
Resolve conflict
Use error correction processes
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Quizzes
Track org. processes (staple yourself to an order)
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What to do? (cont.)
 Encourage activities that promote shared experiences/common goals
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Company-wide seminars
Brainstorming
Links with role counterparts
Elevate voices of boundary spanners
Show & Tell
 Co-author articles
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What to do? (cont.)
 Change the org structure
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Job descriptions
Job switching & job shadowing
Cross-functional teams
Physical environment
 Parallel development cycles
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8. Benefits of Boundary
Spanning
 Avoid misunderstandings
 Avoid antagonisms
 More creativity/innovation
 Learning organization
 Increase employee commitment
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