resent their areas on a certain project is crucial to success. Members may change through the lifecycle of the project, therefore
converting selection and replacement into an iterative process.
This continuous attention to those who are participating and interacting should focus on overall inclusiveness, collaboration, efficiency promotion, cost containment, and meeting of deadlines.
For individuals participating in these cross-functional groups,
the expectation of personal accountability includes active listening, staying positive while collaborating, and demonstrating a high degree of respect for everyone’s individual roles. A
meeting to discuss the scope of work for a project should always
include the owners and users of all the applications and/or systems involved. Time and resources are always a challenge. Not
addressing these challenges up front could create milestone delays and scope creep, leading to non-budgeted costs in order to
complete the project.
Bridging the gap through collaboration is highly important in
a team environment. For example, sharing one’s knowledge of
the data lifecycle from an operational and technical viewpoint
can help bridge gaps in cross-functional teams. Discussing how
the data is created, captured, used, processed, managed, and ultimately maintained from these varying viewpoints can enhance
communications and build team trust. Creating data and information definitions is one way teams can positively collaborate.
This can also help avoid general misunderstanding or misinterpretation of certain terminology. Terminology can take on different meanings depending upon the brand or product being discussed. Each electronic health record (EHR) has its own unique
“speak” or “talk track.” For example, “speak” and “talk track” are
slang terms used by EHR sales and technology developers. Users
of particular EHRs may have their own unique terminology specific to the vendor or module. For instance, KND refers to “known
non duplicate” for users of Epic systems. The use of common definitions and tools such as a matrix can help a team set and form a
base for positive and productive communication.
Steps should be taken to ensure that cross-functional teams
are well-organized, high-functioning, and supported by leadership in a manner that provides proper governance for successful
cross-functional team performance. ¢
1. Tabrizi, Behnam. “75% of Cross-Functional Teams Are
Dysfunctional.” Harvard Business Review. June 23, 2015.
Julie Pursley Dooling ( firstname.lastname@example.org) is vice president,
national sales, at Just Associates.
www.pena4.com l email@example.com l 610.435.5724
Pena4 is a health information
solutions company dedicated
to improving revenue cycle
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