Multifunctional projects present a new set of problems for the new manager. Multifunctional projects involve bringing functional units together, such as marketing and public relations, engineering and accounting, legal and safety with manufacturing, and any combination of two or more of the organization’s functional units. The complexity comes from the need to involve the managers from each of these units: excellent conditions for beginning the turf wars.
Project managers live in a world characterized by conflict. Human nature being what it is, functional managers vie for position. They often protect their own turf to the exclusion of working for the benefit of the whole organization. They fight for resources, for leadership, and for clients (clients defined broadly as anyone either internally or externally who might seek their services). They try to balance client needs versus organizational needs. How do you manage these conflicts?
When conflicts arise someone must step forward and make the decision. Democratic management doesn’t work when two immovable objects face each other. A lifetime on bread and water would not move these people from their positions. Multifunctional conflicts in which you as a manager are involved with other managers must go to the next level of management. Turf battles waste time and precious resources. There may be times when upper management has no alternative and must make a decision to either relocate or dismiss functional managers who cannot function as part of a team.