You have different disciplinary perspectives, different regional or national cultures: the notion of traditional trust must be adapted to the development of trust between cross-functional, geographically distributed partners.
For a cross-functional team what matters more is the outcome (product, system, service); this will be a better one due to the combined expertise of people from a variety of functions. The major input of these teams is viewing a problem or an issue from many vantage points, but this cannot be attained if there is not a free flow of information.
What are the issues deterring the free flow of information? Different terminology and lack of agreement on common definitions; different work orientations; different degrees of interest in the team’s outcome, and mistaken goals.
The goal is not establishing harmony among the team members; if they mistake the real goal for this, they might be are afraid to express their real opinion, less it should destroy the positive feelings among team members; this will lead to a false sense of unanimous consensus and the outcome will not be the expected one.
It is very much the team leader’s job to see that there is open communication (to create and maintain honest communication, allowing open talk among the team members with exchange of feedback, and working through misunderstandings); there is a common purpose and performance goals; there is understanding of shared responsibility.
The team leader will also ensure that all resources and talents are being used.
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