How do you leverage the diversity and expertise of different silos to solve complex problems?

Goals aren’t always enough. I once heard, “environment dictates performance.” And our tools form the digital environments we spend the most work time in every day. If you shift the tools that are subtly influencing siloed behavior across an org, you can shift the entire culture more rapidly.

For solving complex problems and to leverage on diverse perspectives one may create forums to encourage brainstorming, and create psychological safety that encourages every voice to be heard without fear of judgements or reprimand. Also diverse perspectives can be garnered by creating structures, may be in the form of procedures/policies that allow regular cross functional interaction. For example- conducting regular and planned cross-functional meet-ups that are well-facilitated for maximum results. Structural approach may not be needed for a one-off complex problem solving, however if your organization needs regular influx of diverse ideas to solve business problems then a supporting structure is a must.

People who gravitate toward different departments tend to think in different ways; an engineer will have a very different perspective on the world than a graphic designer. That is why having both together in the room while trying to solve a problem or generate an idea is likely to create a well-rounded and informed discussion. In my work, I have picked up on some interesting patterns: many leaders are uncomfortable with perspectives that are much different than their own. But the best leaders are not! They appreciate and encourage foreign and diverse perspectives. They are genuinely curious about them, which makes their teams feel valued and respected. These are the teams that are likely to generate the most innovative and efficient ideas.

Diversity of perspective (thoughts) is key here in a workplace. Often we get caught up in the superficial appearance of diversity, but that isn’t always enough. You need to look at the way people are thinking as well. If you want a true meritocracy, judge people on their ideas, skills, and behaviors. “Not by the color of their skin, but the content of their character.”

Knowledge sharing across silos can be beneficial for many reasons. I find that facilitating knowledge sharing can help everyone understand how the organization is positioned currently, and how the overall vision is coming to life. It can also inform different silos about future plans, and create best practices that are lean and efficient. I have seen that especially with production or manufacturing, which are often disconnected from other divisions or departments in the company. Lastly, sharing knowledge can ignite someone's passion and transform their own personal goals. For example, I have seen administrative employees become more familiar with marketing practices and develop a newfound interest that benefitted both them and the company.

I agree with this. To go one step further — if you can identify the type of culture the company has, you can then better align the tools, systems, and processes.

Invest in Social Capital: Build trust through informal interactions like coffee chats, enhancing collaboration across silos. Utilize Technology: Leverage tools like intranets and social media to facilitate communication and keep teams engaged. Create Cultural Brokers: Develop employees who can bridge gaps between departments, fostering understanding and cooperation. Encourage Open Inquiry: Promote asking questions that explore diverse viewpoints, preventing misalignments in projects. Facilitate Networking Opportunities: Organize joint projects or team-building activities to strengthen relationships across different groups.

Another tactic is strategic use of “intentional collisions.” I learned this from my days working at a coworking space. Essentially, look at your environment (physical or digital) and find ways to intentionally collide people. This helps create a sense of “accelerated serendipity.” Because it is in those collision points where new ideas and relationships form.

Sometimes companies create discrete networking events for different departments, or for employees of different hierarchies (e.g., mangers' lunches, retreats for executives, etc.). While this may be necessary in large companies for logistical reasons, it also keeps socialization and networking very restricted. Building relationships with employees across all departments and all levels increases the overall sense belongingness and commitment to the organization, builds trust, and allow for communication and collaboration across divisions.

Sem dúvida recompensar e reconhecer a colaboração é crucial para aproveitar a diversidade e a experiência de diferentes silos na resolução de problemas complexos. Alinhar os sistemas de gerenciamento de desempenho e remuneração com metas de colaboração, usando métricas e incentivos baseados em equipe, motiva os funcionários a trabalharem juntos. Além disso, métodos como feedback, reconhecimento ou prêmios ajudam a celebrar e valorizar os esforços e conquistas dos colaboradores de diferentes áreas, reforçando a cultura e os valores desejados.

I'm a big fan of setting up working groups to tackle complex problems and have done this effectively on a number of assignments. Choose a diverse bunch of stakeholders from different function and levels of the organisation and get together to agree what the problem / opportunity is and build a plan to solve it. By getting the cooperation of representatives of the wider business you should also get great engagement from different functions if you lead this well. The key thing to avoid is for it to turn into a 'talking shop' so it needs to be well facilitated and effectively driven forwards.

- To leverage diverse expertise, start by identifying common goals—like surviving Monday! - Encourage perspectives from all silos; you never know when the quietest person might drop a gem of wisdom (or a dad joke). - Facilitate knowledge sharing through fun, informal channels—think lunch-and-learns where the only requirement is to bring your best snack! - Building relationships is key; remember, networking doesn’t have to feel like a corporate speed date. - Reward collaboration; a simple shout-out can boost morale more than a fancy coffee machine! - Lastly, don’t forget to sprinkle in some humor; it’s the best medicine for a toxic workplace and can turn energy suckers into enthusiastic team players!