It's true - working with cross-functional teams can present quite the challenge. Thinking big picture wise, the outcome is well worth the headaches as the world of small business continues to segment and become more multifaceted.

The definition of a cross-functional team is simple. The team consists of members of different departments and functionalities within the company, usually there to aid in making creative and strategic decisions on a basic level.

In general, cross-functional teams boost organisation integration and spawn out-of-the-box thinking and the desire to push the boundaries.

They can also cut down on production time when it comes to the entire process by speeding up decision making.

So what are some of the drawbacks?

Cross-functional teams are notoriously hard to manage mostly because of scheduling, but also because of differences in the interpretation of company culture from department to department.

Departments are used to function in their own bubble - yes, they are all related and integrate at points in the operational process but they tend to foster their own ‘vibe’.

Bringing all of those ‘vibes’ into one room can be invigorating, inspiring and also very volatile!

Make sure to have a leader who clearly pushes the agenda and represents a more neutral group. Choosing the delegated leader of the group is perhaps the most crucial step, as he or she will be responsible for playing mediator.

These teams are most useful when exploring new possibilities or products (think focus group), when making big (but relatively low-impact) decisions that will have a company-wide affect and for general problem solving.

The more the merrier? Maybe not - but more certainly brings meaning when it comes to cross-functional teams.