Building Collaboration Across Cross-Functional Teams

Share
Listen
Collaboration across teams can be challenging yet rewarding. Learn how product managers can create a culture of teamwork, lead engaging workshops, and resolve conflicts effectively.

Alex Reid

Introduction

In the world of product management, collaboration is the backbone of every successful product.

But with teams spanning engineering, UX, marketing, and more, getting everyone to work together smoothly isn’t always straightforward.

How can product managers foster a collaborative environment that keeps everyone engaged and aligned?

What’s the key to running effective brainstorming sessions, and what happens when conflicts arise?

Working with cross-functional teams involves a balancing act of priorities, communication styles, and workflows.

This article explores how to build and maintain a collaborative culture, lead dynamic workshops, and navigate conflicts effectively.

From using the right tools to fostering an open environment, each section delves into strategies and tips to help product managers bring diverse teams together toward a shared goal.

Ready to make collaboration work for your team?


Fostering a Collaborative Culture

Creating a collaborative culture is one of the most important steps a product manager can take to set the foundation for successful cross-functional teamwork.

In a space where engineers, designers, marketers, and more work together, fostering an environment of open communication, respect, and trust is essential.

Here’s how product managers can lead the way in creating a collaborative culture, tools that can help, and real-life examples where this kind of teamwork has led to impressive product outcomes.


Promoting Open Communication and Mutual Respect

When you bring together a team with diverse skill sets and perspectives, things can get complicated quickly. Engineers may focus on technical feasibility, designers on user experience, and marketing on reaching the right audience.

As the product manager, your role is to be the bridge between these perspectives, ensuring everyone feels heard and respected.

One way to promote open communication is by setting a clear tone of mutual respect from day one. Regular check-ins, both one-on-one and in team settings, can provide a safe space for team members to voice their ideas and concerns.

This not only builds respect but also helps to identify any potential misunderstandings early on.

Transparency is another powerful tool here—letting each team know why decisions are made and the thought process behind them. When people understand the “why,” they’re more likely to support the “how.”


Tools and Platforms that Aid Collaboration

Technology makes collaboration easier, even when teams are remote or spread across time zones. Tools like JIRA, Slack, Confluence, and Miro provide essential functionality for keeping everyone on the same page.

JIRA helps track progress on tasks, providing transparency on what’s being worked on and who’s handling what. Confluence, meanwhile, is great for sharing documents and meeting notes, creating a centralized knowledge hub everyone can refer to.

Slack offers informal, real-time communication channels that help reduce email overload and allow for quick check-ins.

Miro, a digital whiteboard tool, is excellent for brainstorming and diagramming ideas, making it feel like everyone is in the same room even when they’re not.

The key here isn’t just using these tools but using them intentionally. For instance, scheduling regular Miro sessions for brainstorming and Confluence updates for documentation keeps the workflow structured and accessible to everyone.


Real-Life Examples of Collaborative Success

Collaboration isn’t just about harmony—it’s about results. Take the example of a cross-functional team at Spotify.

When Spotify developed its Discover Weekly feature, it required extensive collaboration between engineering, data science, and product teams.

The engineers provided the technical expertise, the data scientists created recommendation algorithms, and the product team ensured it aligned with user needs. This joint effort led to one of Spotify's most-loved features, with millions of weekly active users.

In another example, Airbnb’s design and engineering teams worked closely with product managers to create Airbnb Experiences, a feature that lets users book unique activities.

This collaborative project led to a new revenue stream for the company and improved the overall user experience, showing the impact of a collaborative culture.


Facilitating Team Workshops and Brainstorming Sessions

Product managers often lead workshops and brainstorming sessions, pulling together insights from diverse teams to spark innovative ideas.

But it’s not just about getting everyone in a room (or on a video call) and hoping for the best; successful workshops are carefully designed to maximize creativity, inclusivity, and actionable results.

Here’s how product managers can create productive brainstorming sessions, ensure everyone feels empowered to contribute, and turn great ideas into practical plans.


Techniques for Productive Brainstorming

Brainstorming can take many forms, but the most effective sessions have structure and purpose. A popular method is the Design Sprint, which compresses design thinking into a focused period, often five days, to solve a specific problem.

This technique includes mapping out the challenge, sketching ideas, deciding on a solution, prototyping, and testing—all with a collaborative focus. Design Sprints keep the momentum going and guide teams through structured, goal-oriented creativity.

Another method is SCAMPER, which stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. SCAMPER encourages teams to think creatively by considering different ways to change or approach a product. This approach works well when teams are feeling stuck, as it nudges them to explore different angles.

Whatever technique you use, make sure to set clear goals and time limits. You don’t want the session to drag on, but you also want to give enough time for everyone to fully participate. Remember, structure is key—it provides a framework that allows creativity to flow without overwhelming the team.


Encouraging Inclusive Participation

Inclusivity is one of the cornerstones of an effective brainstorming session. It’s crucial to create a space where everyone feels comfortable contributing, especially since cross-functional teams include people with varying expertise and communication styles.

To achieve this, encourage equal participation by calling on quieter voices and making sure that louder voices don’t dominate the conversation. One way to do this is by using a round-robin technique, where each person takes turns sharing their ideas. This method helps quieter team members feel included and ensures that all perspectives are heard.

You can also make use of digital tools like Miro or Jamboard to allow anonymous contributions. Some team members may feel more comfortable sharing ideas in writing, especially if they’re new or if the group dynamic is still forming.

An inclusive brainstorming session values each contribution, setting the stage for a more comprehensive view of the challenges and potential solutions.


Turning Ideas into Actionable Plans

After a great brainstorming session, it’s time to translate ideas into actionable steps. This is where frameworks like MoSCoW (Must have, Should have, Could have, and Won't have) or RICE (Reach, Impact, Confidence, Effort) come in handy.

These prioritization frameworks help product managers and teams focus on what’s most important, ensuring that the ideas with the greatest potential impact don’t get lost in the shuffle.

With MoSCoW, for example, you can categorize ideas based on urgency and feasibility. It’s a simple way to help teams agree on what’s critical versus what can wait.

RICE, on the other hand, quantifies ideas based on factors like reach and impact, which is especially useful when the team needs to make data-informed decisions.

Once priorities are set, use a shared project management tool like JIRA to assign tasks and timelines, keeping everyone aligned. By the end of the process, everyone should know exactly what they’re responsible for, with a clear roadmap to bring the best ideas to life.


Dealing with Conflict in Cross-Functional Teams

Conflict is an inevitable part of working in cross-functional teams, where members from different backgrounds bring unique perspectives and priorities.

Product managers are often the ones to help navigate these conflicts, aiming to find resolutions that benefit the entire team and product.

Here’s how product managers can identify common sources of conflict, use effective conflict resolution techniques, and leverage tools to address and manage conflict styles within teams.


Common Sources of Conflict

Conflicts in cross-functional teams often stem from differing goals and priorities. Engineers might prioritize technical feasibility and stability, while marketing might push for features that will attract new customers.

UX designers, on the other hand, may focus on the user experience, sometimes at the expense of technical constraints or marketing objectives.

A common conflict scenario might look like this: the engineering team sees a feature request as technically complex and potentially risky, while marketing insists it’s crucial for product launch.

Here, the product manager needs to step in to balance both sides and mediate the discussion. By understanding these common sources of tension, product managers can anticipate potential conflicts and set up processes for smooth collaboration from the start.

Setting clear goals for each team member that align with the overall product vision can also reduce these conflicts.

When each team understands their specific roles and sees how their goals connect with broader objectives, it’s easier to work toward the same end goal, even if perspectives differ.


Conflict Resolution Techniques

Empathy and negotiation are two powerful tools for product managers in resolving conflict. Start with empathy—listen to each side’s concerns without judgment, which can often help people feel validated and more willing to compromise.

As a product manager, showing empathy demonstrates that you value each team’s contribution, making them more receptive to finding a middle ground.

When conflicts arise, use negotiation to explore compromises that can address the needs of all parties involved. For example, if there’s a disagreement over a new feature’s design, consider scheduling a discussion specifically for understanding each team’s priorities and exploring options together.

Aim to come up with solutions that respect technical constraints while addressing user needs or business goals, even if this means slightly adjusting timelines or resource allocation.

In situations where direct negotiation doesn’t seem to be working, a useful approach is to involve a neutral third party, like a project lead or senior stakeholder, to provide perspective and help mediate. This can encourage objectivity and lead to a more balanced solution that considers the bigger picture.


Using Tools to Understand and Manage Conflict Styles

Understanding conflict styles can also help in resolving disputes, and tools like the Thomas-Kilmann Conflict Mode Instrument (TKI) are excellent for this.

The TKI identifies five conflict styles—competing, collaborating, compromising, avoiding, and accommodating. By recognizing these styles within your team, you can tailor your approach to conflict resolution based on each individual’s preferred style.

For example, if you’re dealing with a team member who has a “competing” style, they may be more assertive and focus on winning rather than compromising. In this case, it helps to acknowledge their position and then guide the conversation toward finding solutions that address their concerns without sidelining others.

For someone with an “avoiding” style, on the other hand, it may be necessary to create a safe, open environment where they feel comfortable voicing their thoughts.

Encouraging team members to become familiar with TKI or similar frameworks can foster mutual understanding. By knowing each other’s conflict styles, team members can learn to approach disagreements with empathy and adaptability, which ultimately strengthens collaboration.


Conclusion

In cross-functional teams, collaboration isn’t just about smooth communication—it’s about creating a foundation for innovation and long-term success.

By fostering a culture of openness and respect, facilitating inclusive brainstorming sessions, and handling conflicts with empathy and strategic tools, product managers enable teams to work together more effectively.

These practices don’t just improve team dynamics; they lead to more creative solutions, stronger products, and a work environment that supports personal growth.


In our daily lives, whether at work or beyond, these skills make us better at connecting with others and finding common ground in diverse perspectives.

Over time, they cultivate adaptability and resilience—qualities that help teams and individuals thrive in today’s fast-paced world.

A commitment to collaboration in cross-functional teams truly drives impactful, lasting change for both people and products.


This article is part of the Becoming a Product Manager Guide.