{"id":"e1fc7b0f-95eb-4835-89be-23a4f492f0d1","shortId":"hXzRzQ","kind":"skill","title":"cross-functional-collaboration","tagline":"Produce a Cross-Functional Collaboration Pack (charter, stakeholder map, roles contract, decision log).","description":"# Cross-functional Collaboration\n\n## Scope\n\n**Covers**\n- Leading a cross-functional initiative (Product/Engineering/Design/Data/Marketing/Ops/etc.)\n- Turning “we’re misaligned” into explicit **goals, roles, decisions, and operating cadence**\n- Reducing rework and conflict via **shared artifacts** (docs/prototypes) and clear decision rights\n- Building trust through **conflict norms** and **credit/recognition** practices\n\n**When to use**\n- “We keep thrashing between PM/Eng/Design—set up a better way of working.”\n- “Create a collaboration charter: roles, responsibilities, decision-making, and cadence.”\n- “We need to work better with Engineering/Design/Data on <initiative>.”\n- “Our cross-functional project is slow due to unclear ownership and decisions.”\n\n**When NOT to use**\n- You need to define the underlying product problem first (use `problem-definition`).\n- You need a full decision process for a single high-stakes decision (use `running-decision-processes`).\n- The issue is primarily a performance or accountability problem with an individual (use `having-difficult-conversations`).\n- You only need a timeline/milestone plan (use `managing-timelines`).\n- You want to get buy-in from a specific stakeholder or exec on a one-time decision (use `stakeholder-alignment`).\n- You want to build influence or set expectations with your own manager (use `managing-up`).\n- You need to design recurring team ceremonies like standups, retros, or demos (use `team-rituals`).\n\n## Inputs\n\n**Minimum required**\n- Initiative summary: what it is, why now, desired outcomes, and timeframe\n- Functions/teams involved + key stakeholders (including any required subject matter experts)\n- Current symptoms: where collaboration is breaking down (examples help)\n- Constraints: deadlines, non-negotiables, policies/compliance, customer commitments\n\n**Missing-info strategy**\n- Ask up to 5 questions from [references/INTAKE.md](references/INTAKE.md).\n- If answers aren’t available, proceed with explicit assumptions and label unknowns.\n\n## Outputs (deliverables)\n\nProduce a **Cross-Functional Collaboration Pack** (Markdown in-chat, or files if requested) in this order:\n1) **Mission Charter** (goals, success metrics, scope, constraints, timeline)\n2) **Stakeholder & Incentives Map** (owners, approvers, incentives/risks, comms needs)\n3) **Roles & Expectations Contract** (responsibilities, expectations matrix, decision rights, escalation triggers)\n4) **Operating Cadence & Communication Plan** (meetings, async updates, doc hub, comms to stakeholders)\n5) **Decision Log (initial) + Decision Protocol** (what decisions are needed, who decides, how captured)\n6) **Collaboration Norms** (conflict protocol + credit/recognition plan)\n7) **Risks / Open questions / Next steps** (always included)\n\nTemplates: [references/TEMPLATES.md](references/TEMPLATES.md)\n\n## Workflow (7 steps)\n\n### 1) Define the mission (and the collaboration mode)\n- **Inputs:** Initiative summary; timeline; constraints.\n- **Actions:** Clarify the mission, success metrics, and what “done” means. Name the collaboration mode (project/sprint vs ongoing interface) and the stakes (why this matters now).\n- **Outputs:** Mission Charter (draft).\n- **Checks:** A cross-functional partner can restate the mission, success metric(s), and constraints without you in the room.\n\n### 2) Map the full cross-functional system (people + incentives)\n- **Inputs:** Org context; teams/functions; known stakeholders.\n- **Actions:** Identify owners, approvers, contributors, and informed stakeholders. Capture incentives, concerns, and “hidden constraints.” Ensure required subject matter experts are included.\n- **Outputs:** Stakeholder & Incentives Map + “missing seats” list.\n- **Checks:** No surprise approvers; every team that must execute or sign off is represented.\n\n### 3) Make expectations explicit (write the contract)\n- **Inputs:** Stakeholder map; friction examples.\n- **Actions:** Run an expectations exercise (each function writes expectations of the others). Convert to a clear responsibilities map, decision rights, escalation triggers, and review cadence.\n- **Outputs:** Roles & Expectations Contract (v1).\n- **Checks:** Each function can answer: “What do I own? What do I expect of others? What decisions can I make?”\n\n### 4) Establish a shared language via artifacts (prototype-first when helpful)\n- **Inputs:** Initiative stage; ambiguity areas; tooling constraints.\n- **Actions:** Choose the minimum set of shared artifacts (e.g., charter, spec/PRD, prototype, metrics definitions). Add an early “prototype or working slice” milestone when it reduces ambiguity.\n- **Outputs:** Artifact plan + first prototype milestone (or “working slice” plan).\n- **Checks:** At least one artifact concretely reduces ambiguity (fewer interpretation disputes).\n\n### 5) Design the operating cadence (meetings, async, and decision logging)\n- **Inputs:** Timeline; time zones; team size; existing rituals.\n- **Actions:** Define the cadence, update format, doc hub, and channels. Install a decision log and a lightweight decision protocol (who decides, how disagreements resolve, where decisions live).\n- **Outputs:** Operating Cadence & Communication Plan + Decision Log (seeded with first decisions).\n- **Checks:** Cadence is sustainable and oriented to **outcomes, decisions, and risks** (not “status theater”).\n\n### 6) Set norms for conflict and credit (trust mechanics)\n- **Inputs:** Known tensions; cultural context; prior failure modes.\n- **Actions:** Define a conflict protocol (including a “Yes, and” approach to reconcile valid competing goals). Define credit/recognition practices (who presents, how you share credit, how you recognize partner work).\n- **Outputs:** Collaboration Norms (Conflict Protocol + Credit/Recognition Plan).\n- **Checks:** Norms are specific enough to follow in a real disagreement and in exec/customer updates.\n\n### 7) Quality gate + launch (and monitoring plan)\n- **Inputs:** Draft pack.\n- **Actions:** Run the checklist and rubric. Finalize the pack. Propose the first 1–2 “health checks” to update roles/cadence based on reality.\n- **Outputs:** Final Pack + rubric score + Risks/Open questions/Next steps.\n- **Checks:** If rubric score is low, do one more intake round (max 5 questions) and revise.\n\n## Quality gate (required)\n- Run [references/CHECKLISTS.md](references/CHECKLISTS.md) and score with [references/RUBRIC.md](references/RUBRIC.md) before finalizing.\n- Always include: **Risks**, **Open questions**, **Next steps**.\n\n## Examples\n\n**Example 1:** “I’m leading a cross-functional onboarding revamp across Product/Eng/Design/Data. Create a Collaboration Pack with roles, cadence, and a decision log.”  \nExpected: mission charter, stakeholder map, expectations contract, operating cadence, decision protocol/log, conflict + credit norms.\n\n**Example 2:** “I’m an Engineering Manager partnering with PM+Design on a platform migration. Our decisions are slow and we keep re-litigating scope—create a Collaboration Pack.”  \nExpected: decision rights/escalation triggers, seeded decision log, prototype/working-slice plan, and a lightweight cadence.\n\n**Boundary example:** “Help me convince another team to do what I want.”\nResponse: this skill aligns on shared goals/constraints and decision rights; if you need a one-way persuasion narrative or exec escalation, clarify the decision and use `running-decision-processes` or `managing-up`.\n\n**Boundary example 2:** “Set up a weekly standup and retro for my team.”\nResponse: recurring team ceremonies are better served by `team-rituals`; this skill is for cross-functional collaboration across multiple teams, not intra-team meeting design.\n\n## Anti-patterns (common failure modes)\n\n1. **Charter-without-commitment**: Writing a beautiful collaboration charter that no stakeholder has actually reviewed or agreed to. The charter becomes shelf-ware because the “contract” step was skipped or rushed.\n2. **Decision rights on paper only**: Documenting decision rights but never enforcing them, so decisions continue to be re-litigated in every meeting. The decision log stays empty.\n3. **Over-engineering cadence**: Creating a dense meeting schedule (daily syncs + weekly reviews + biweekly retros) that burns out participants. Cadence should be the minimum that keeps decisions flowing.\n4. **Credit hoarding disguised as “leading”**: The collaboration lead takes credit for cross-functional wins in exec updates while partners feel invisible. The credit/recognition plan must be explicit and practiced.\n5. **Conflict avoidance theater**: Documenting a conflict protocol but defaulting to “escalate to the most senior person” every time. 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