Summary

Duration: 2 hours

Group Size: ~10 participants

Format: In-person, highly interactive

Workshop Objectives

By the end of this session, participants will be able to:

• Understand why clear roles and responsibilities matter for cross-functional collaboration
• Map current roles and responsibilities across functions
• Identify gaps, overlaps, and unclear boundaries
• Create clear ownership and accountability agreements
• Establish processes for ongoing role clarity
• Leave with documented roles and next steps for implementation

Materials Needed

• Flipchart/whiteboard
• Post-it notes (multiple colours)
• Printed handouts: Roles and Responsibilities Assessment, RACI Framework Guide, Role Mapping Toolkit, Accountability Agreements Template, Team Action Plan
• Large paper for role mapping
• Markers
• Timer
• Name tags/table tents

Process

SEGMENT 1: Opening & Discovery (20 minutes)

Welcome & Context Setting (3 min)

• Brief welcome and workshop objectives
• Ground rules: focus on clarity not blame, all perspectives valid, goal is shared understanding
• Normalise that role confusion is common in cross-functional work

Activity: “Role Confusion Stories” (17 min)

Purpose: Surface current challenges with roles and responsibilities to understand impact

Individual Reflection (5 min):

Think about your cross-functional work experiences:

• A time when unclear roles created problems (what happened? what was the impact?)
• A time when roles were clear and collaboration worked well (what made it clear?)
• One area where you’re currently unclear about who does what

Write each on a post-it with brief description

Silent Posting and Clustering (4 min):

Create two flip chart areas:

• “When roles were unclear” (problems)
• “When roles were clear” (what worked)

Everyone posts their sticky notes, reading others as they go

Facilitator clusters similar themes

Group Discussion (8 min):

As a group, look at both areas:

What problems do unclear roles create?

What makes roles clear and effective?

What patterns do we see in our current challenges?

Where do we most need clarity?

Frame: “Today we’ll create the clarity that makes collaboration work, mapping who does what and establishing clear ownership.”

Facilitator Notes:

• Push for specific examples, not vague complaints: “unclear roles” becomes “three people thought they were leading the project”
• Common problems from unclear roles: duplicated work, things falling through cracks, conflict over territory, wasted time coordinating, decisions delayed, finger-pointing when things go wrong, people stepping on toes
• Common clarity factors: explicit role definitions, clear decision rights, documented agreements, regular communication about responsibilities, willingness to clarify in real time
• Watch for blame language: redirect to systems and clarity issues rather than personal failures
• Some may feel defensive if their role is questioned: create safety that this is about improving collaboration, not criticizing individuals
• For cross-functional teams, expect different perspectives on same situations: this is valuable data about differing assumptions
• Note themes around gaps (no one owns it), overlaps (multiple people own it), and boundaries (where does one role end and another begin)

SEGMENT 2: Understanding Roles and Responsibilities (15 minutes)

Mini-Teach: Why Role Clarity Matters and What Gets in the Way (15 min)

The Definitions:

Role: The function or position someone holds, with associated expectations and authority.

Responsibility: Specific tasks, decisions, or outcomes a person is accountable for delivering.

Key distinction: Role is what you are (your position), responsibility is what you do (your accountabilities).

Why Role Clarity Matters:

For efficiency:

• Eliminates duplicated effort
• Reduces coordination overhead
• Work flows smoothly
• Decisions move quickly

For effectiveness:

• Right people doing right work
• Expertise properly utilized
• Nothing falls through cracks
• Quality improves

For relationships:

• Reduces conflict and tension
• Builds trust through predictability
• Creates psychological safety
• Enables healthy interdependence

For accountability:

• Clear who owns what outcomes
• Easy to identify who to ask
• Can’t hide or shift blame
• Performance is measurable

The Cost of Role Confusion:

Gaps (nothing gets done):

• Everyone assumes someone else is handling it
• Work falls through cracks
• Problems discovered too late
• Finger-pointing when failure occurs

Overlaps (duplicated effort):

• Multiple people doing same work
• Wasted time and resources
• Conflict over territory
• Confusion about whose version is right

Boundary confusion:

• People step on each other’s toes
• Unclear where one role ends and another begins
• Tension over who has authority
• Hesitation to act for fear of overstepping

Decision paralysis:

• Unclear who can decide
• Decisions escalated unnecessarily
• Progress stalled waiting for clarity
• Opportunities missed

Why Role Confusion Happens:

In cross-functional work:

• Different functions have different norms
• No one person “in charge”
• Roles evolved organically
• Matrix structures create ambiguity
• Temporary teams lack established patterns

Growth and change:

• Roles weren’t updated as team grew
• New work doesn’t fit old roles
• People promoted but old roles unclear
• Reorganizations create uncertainty

Assumptions not verified:

• “I thought you were handling that”
• Different interpretations of same role
• Implicit expectations never made explicit
• Cultural differences in role norms

Reluctance to clarify:

• Feels confrontational to ask
• Don’t want to seem territorial
• Assume it will sort itself out
• Easier to muddle through than clarify

The RACI Framework:

A tool for clarifying roles on specific work or decisions:

R: Responsible (does the work)

• The person(s) who do the actual work
• Multiple people can be Responsible
• They execute and implement

A: Accountable (owns the outcome)

• The person ultimately answerable for completion
• Only ONE person should be Accountable
• They have authority to make final decisions
• The “buck stops here” person

C: Consulted (provides input)

• People whose opinions are sought
• Two-way communication
• Their expertise informs decisions
• Must be consulted before action

I: Informed (kept in the loop)

• People who need to know
• One-way communication
• Updated on progress or decisions
• Don’t need to provide input

Key principle: Every task/decision needs exactly ONE Accountable person. Can have multiple Responsible, Consulted, or Informed.

Common Role Clarity Issues:

Multiple “A”s:

• Most common problem with RACI
• Creates confusion about who ultimately decides
• Leads to decision paralysis or conflict
• Solution: Identify single point of accountability

No “A”:

• Second most common problem
• Work falls through cracks
• No one feels ownership
• Solution: Assign clear accountability

Too many “C”s:

• Slows down work
• Consultation becomes bureaucratic
• People feel their input ignored
• Solution: Distinguish “must consult” from “nice to inform”

Confusion about authority:

• Responsible person can’t act without Accountable approval
• Consulted people think they’re Accountable
• Informed people expect to be Consulted
• Solution: Make authority levels explicit

Effective Role Clarity:

Documented and visible:

• Written down, not just verbal
• Accessible to everyone
• Updated when changes occur

Specific and concrete:

• Not vague generalities
• Clear boundaries
• Includes decision rights
• Examples of what’s in/out of role

Mutually understood:

• All parties agree
• Verified through conversation
• Regular check-ins on alignment

Flexible enough to adapt:

• Can evolve as work changes
• Mechanism to update roles
• Space for negotiation and adjustment

SEGMENT 3: Mapping Current Roles (25 minutes)

Framework Share: How to Map Roles Effectively (5 min)

Before you can clarify roles, you need to see what you currently have. Role mapping makes implicit assumptions explicit.

What to map:

• Who currently does what work
• Who makes which decisions
• Where functions intersect
• Where gaps and overlaps exist

How to map:

• Start with major work streams or processes
• List key tasks and decisions
• Identify who’s involved in each
• Use RACI to show different types of involvement
• Look for patterns and problems

Activity: “Current State Role Mapping” (20 min)

Purpose: Create visual map of current roles and identify areas needing clarity

Setup (2 min):

• Select 2-3 key work areas or processes where cross-functional collaboration is critical
• Examples: project delivery, customer onboarding, product launches, problem resolution
• Write each on separate flip chart

Small Group Mapping (12 min):

Divide into 2-3 groups (one per work area)

For your assigned work area:

Step 1: List the major tasks or decisions (5-7 key ones)

Step 2: For each task/decision, identify:

• Who’s currently Responsible (does the work)
• Who’s currently Accountable (owns outcome)
• Who’s currently Consulted (provides input)
• Who’s currently Informed (kept updated)

Step 3: Mark where you see:

• Gaps (no clear owner)
• Overlaps (multiple owners or unclear boundaries)
• Confusion (disagreement about roles)

Use symbols or colors to highlight problem areas

Gallery Walk and Discussion (6 min):

Groups post their maps

Everyone walks around viewing all maps (3 min)

Whole group discussion (3 min):

• What patterns do we see?
• Where are the biggest gaps or overlaps?
• Which areas need most urgent clarification?

Facilitator Notes:

• Help groups choose work areas that matter and where confusion exists, not easy areas where everything’s clear
• Push for specificity in mapping: “handles customer issues” becomes “responds to customer complaints within 24 hours” and “escalates complex issues to senior team”
• Watch for groups that can’t agree on current state: this reveals the problem and is valuable data
• Common gaps: handoffs between functions, decision rights, who initiates vs. who approves, communication responsibilities
• Common overlaps: project leadership, customer relationship ownership, quality control, problem-solving authority
• If groups finish early, have them add more tasks or go deeper on problematic areas
• For intact cross-functional teams, this becomes their actual role map
• For mixed groups, this is practice in the mapping process
• Some may realize they don’t actually know who does what: that awareness is the point

SEGMENT 4: Identifying Gaps, Overlaps, and Boundaries (20 minutes)

Framework Share: Diagnosing Role Problems (5 min)

Once you’ve mapped current state, you need to diagnose what’s not working.

Three types of problems:

1. Gaps (no one clearly owns it):

• Work falls through cracks
• Everyone assumes someone else handles it
• Discovered only when something goes wrong

How to fix: Assign clear accountability to one person

2. Overlaps (multiple people own same thing):

• Duplicated effort
• Conflict over territory or approach
• Confusion about whose decision wins

How to fix: Clarify who’s Accountable (only one), who’s Responsible (can be multiple), and boundaries between roles

3. Boundary confusion (unclear where roles intersect):

• People step on each other’s toes
• Unclear handoffs between functions
• Decisions made without right people
• Hesitation to act for fear of overstepping

How to fix: Define explicit boundaries, handoff points, and escalation criteria

Activity: “Gap and Overlap Analysis” (15 min)

Purpose: Systematically identify and prioritize role clarity issues

Individual Assessment (5 min):

Using Roles and Responsibilities Assessment handout:

Review the role maps created earlier

For each work area, identify:

Gaps:

• What tasks/decisions have no clear owner?
• Where does work fall through cracks?
• What gets discovered too late?

Overlaps:

• Where do multiple people think they’re in charge?
• What work gets duplicated?
• Where is there conflict over territory?

Boundary confusion:

• Where are handoffs unclear?
• Where do people step on toes?
• Where is authority ambiguous?

List your top 3 issues needing resolution

Trio Discussion (8 min):

Groups of 3: Share your identified issues

Discuss:

• Which issues are most critical?
• Which create biggest problems?
• Which are easiest to resolve?
• Where do we need to start?

Select 2-3 priority issues to address

Brief Share-Out (2 min):

• Each trio shares their top priority issue
• Facilitator captures on flip chart

Facilitator Notes:

• Help people distinguish between gaps (no owner), overlaps (multiple owners), and boundary issues (handoff problems)
• Push for concrete examples: “communication gap” becomes “customer complaints aren’t logged in system so sales doesn’t know about quality issues”
• Watch for issues that are really about people not skills/systems: redirect to structural role clarity
• Some issues may be symptoms of larger organizational design problems: note these while focusing on what team can control
• Common gaps: who owns coordinating across functions, who initiates difficult conversations, who ensures follow-through, who owns the customer relationship end-to-end
• Common overlaps: project leadership, decision authority, quality standards, external communications
• Common boundary confusion: when to escalate, what requires consultation vs. just informing, where one function’s work ends and another begins
• For intact teams, these become the issues they’ll resolve together
• Help teams prioritize: can’t fix everything, start with highest impact or easiest wins

SEGMENT 5: Creating Role Clarity Agreements (30 minutes)

Framework Share: How to Create Clear Agreements (8 min)

Identifying problems is only half the work. You need to create clear agreements about who will do what going forward.

Elements of Effective Role Agreements:

1. Specific scope:

• What’s included in this role
• What’s explicitly excluded
• Where boundaries are

2. Decision rights:

• What this person can decide alone
• What requires consultation
• What requires approval
• Escalation criteria

3. Accountability:

• What outcomes this person owns
• How success is measured
• Consequences for delivery/non-delivery

4. Authority and resources:

• What authority comes with this role
• What resources are available
• What constraints exist

5. Communication expectations:

• Who to inform and when
• Who to consult and about what
• How to escalate issues
• Regular check-in rhythms

6. Handoff points:

• When work moves between roles
• What information gets transferred
• How to signal readiness
• What constitutes completion

The Agreement Process:

Step 1: Propose

• Draft clear role assignment
• Specify using RACI
• Include all elements above

Step 2: Verify

• Check understanding with all involved
• Surface concerns or objections
• Clarify ambiguities

Step 3: Negotiate

• Adjust based on feedback
• Address gaps in capacity or authority
• Ensure workload is manageable

Step 4: Document

• Write it down clearly
• Make accessible to all
• Include effective date

Step 5: Implement

• Communicate to broader team
• Begin operating under new agreements
• Support people in new/changed roles

Step 6: Review

• Check if agreements are working
• Adjust as needed
• Update documentation

Key Principles:

One Accountable person per task/outcome:

• Can’t have two people equally accountable
• One person must have final say
• Others can be Responsible, Consulted, or Informed

Mutual agreement:

• Person accepting role must agree
• Can’t just assign without buy-in
• Negotiate if concerns exist

Authority matches accountability:

• If accountable for outcome, need authority to deliver
• Can’t be accountable without decision rights
• Must have necessary resources

Clear enough to act:

• If still unclear after agreement, keep refining
• Test: Can person confidently act in ambiguous situations?
• Specificity reduces need for constant checking

Activity: “Role Clarity Agreement Workshop” (22 min)

Purpose: Create specific agreements for priority gap/overlap issues

Setup (2 min):

• Select 2-3 priority issues from previous segment
• Assign one issue per small group

Small Group Agreement Development (15 min):

For your assigned issue:

Step 1: Define the task/decision clearly (3 min)

What exactly needs clarity?

What outcome are we trying to achieve?

Step 2: Assign RACI (5 min)

Using RACI Framework Guide handout:

Who should be:

• Accountable (only ONE person)
• Responsible (who does the work)
• Consulted (who provides input)
• Informed (who needs to know)

Step 3: Specify details (7 min)

Using Accountability Agreements Template:

• Scope (what’s in/out)
• Decision rights (what they can decide)
• Success measures (how we’ll know it’s working)
• Communication expectations
• Any handoff points

Draft the agreement on template

Gallery Share (5 min):

• Groups post their draft agreements
• Everyone reviews (3 min)
• Quick Q&A or clarifications (2 min)

Facilitator Notes:

• Push groups to assign exactly ONE Accountable person, even if uncomfortable: this is where clarity comes from
• Help distinguish between Accountable (owns outcome) and Responsible (does work): often multiple people Responsible, one Accountable
• Watch for agreements that are too vague: “Sarah handles customer issues” needs specificity about which issues, what handling means, when to escalate
• Ensure person being assigned role is in room and agrees: can’t assign roles to absent people
• If person objects to role, facilitate negotiation: what’s the concern? What would make it workable?
• Common issues: person lacks authority to match accountability, role requires skills they don’t have, workload is already too high, person in another function expected to do something without being consulted
• For overlaps, help clarify boundaries: both can have roles but need clear delineation
• For gaps, ensure new accountability comes with support and resources
• Some agreements may need organizational approval: note these and focus on what team can control
• Draft agreements won’t be perfect: that’s okay, they’ll iterate

SEGMENT 6: Building Accountability Systems (15 minutes)

Interactive Teaching: Making Role Clarity Stick (7 min)

Creating agreements is important but not sufficient. You need systems to maintain clarity over time.

What Makes Role Clarity Stick:

1. Documentation that lives:

• Not a document that’s filed and forgotten
• Accessible to everyone
• Updated when roles change
• Referenced regularly

Where to document:

• Team workspace (wiki, shared drive)
• Project charters
• Role description documents
• Decision logs

2. Regular role reviews:

• Check if agreements still work
• Adjust as work evolves
• Onboard new people to current roles
• Catch drift before it becomes confusion

When to review:

• Monthly in team meetings
• Quarterly deep dive
• When new people join
• When work changes significantly
• When confusion arises

3. Permission to clarify in real time:

• Culture where asking is encouraged
• “Whose role is this?” is acceptable question
• Quick clarification discussions are normal
• No one penalized for seeking clarity

How to enable:

• Model asking for clarification
• Respond positively to questions
• Make it easy to surface confusion
• Treat ambiguity as system problem, not personal failure

4. Handoff rituals:

• Structured transitions between roles
• Clear signal when work moves
• What information transfers
• Confirmation of receipt and understanding

Examples:

• Project kickoff defining roles
• Handoff meetings between stages
• Documentation of what was transferred
• Checklist of what next person needs

5. Accountability check-ins:

• Regular rhythm of checking progress
• Not micromanagement but mutual support
• Early flag when roles aren’t working
• Space to renegotiate if needed

Format:

• Standing agenda item
• Brief update on owned outcomes
• Flag any role clarity issues
• Collective problem-solving

6. Escalation pathways:

• Clear process when role conflicts arise
• Who decides when disagreement persists
• How to raise issues constructively
• Commitment to resolve, not let fester

When roles conflict:

• Direct conversation first
• Escalate if no resolution
• Third party facilitates
• Document new agreement

Common Pitfalls:

Documenting but never updating:

• Roles drift from documentation
• Document becomes misleading
• People stop referencing it

Creating perfect system no one uses:

• Over-complicated tracking
• Too much overhead
• People work around it

Assuming one-time clarity lasts forever:

• Work changes, roles must too
• New people bring different assumptions
• Periodic refresh essential

No consequences for role violations:

• People step outside roles without discussion
• Agreements ignored under pressure
• Clarity erodes without enforcement

Activity: “Accountability Systems Design” (8 min)

Purpose: Design practical systems to maintain role clarity

Individual Planning (3 min):

Using Role Mapping Toolkit handout:

Choose 1-2 accountability systems to implement:

☐ Create accessible role documentation

☐ Schedule regular role reviews

☐ Establish handoff rituals

☐ Set up accountability check-ins

☐ Define escalation pathway

For each chosen:

• What specifically will we do?
• When will we start?
• Who will own making this happen?

Pair Discussion (4 min):

• Share your plans with a partner
• Build on each other’s ideas
• Identify potential obstacles and solutions

Quick Harvest (1 min):

Popcorn: “One system we’ll implement is…”

Facilitator Notes:

• Push for realistic systems team will actually use: simple and integrated into existing meetings beats elaborate separate system
• Help teams choose 1-2 systems to start, not all of them: better to do one well than five poorly
• Ensure systems have owners: “we’ll do role reviews” needs specific person to put on agenda and facilitate
• Watch for systems that require technology the team doesn’t have or processes they can’t control: focus on what’s possible now
• Common starting points: adding “role clarity” as standing agenda item in existing meetings, creating simple shared document with current RACI, establishing norm that anyone can ask “whose role is this?”
• Some may want perfect system: help them start simple and iterate
• For intact teams, these become real systems they’ll implement
• Build in evaluation: how will we know if system is working?

SEGMENT 7: Integration & Commitment (10 minutes)

Tool Distribution (2 min)

Provide take-home resources:

• Roles and Responsibilities Assessment (already have)
• RACI Framework Guide
• Role Mapping Toolkit (already have)
• Accountability Agreements Template (already have)
• Team Action Plan

Team Commitments (6 min)

For intact cross-functional teams:

Using Team Action Plan handout, capture:

Priority role clarity issues we’re addressing:

Role agreements we’ve created:

Next steps to finalize and implement:

Accountability systems we’re implementing:

When we’ll review role clarity: _______________________________________________

For mixed groups:

Individual commitments:

• One role clarity conversation I’ll initiate
• One tool I’ll use with my team
• How I’ll start addressing role confusion

Closing Round (2 min)

Go around circle, each person shares:

“One commitment I’m making about role clarity is…”

Facilitator provides:

• Reminder that role clarity is ongoing work, not one-time fix
• Encouragement that small improvements in clarity have big impact
• Note that cross-functional work requires explicit agreements
• Permission to revisit and adjust roles as work evolves

Secret Sauce

Energy Management

• Segment 1 should surface frustration but also hope (clarity is possible)
• Segment 3 (mapping) is detailed work but engaging when done collaboratively
• Segment 4 (diagnosing) can feel heavy as problems pile up: balance with Segment 5’s problem-solving
• Segment 5 is the action peak where things get resolved
• If energy dips after Segment 3, take 2-minute break
• Keep practical focus throughout: this workshop is about solving real problems

Common Challenges

“We don’t have authority to change roles.” Focus on: What agreements can this team make? Where do you have agency? What can you clarify even if formal structure stays same?

Territorial defensiveness. Normal when roles are questioned. Acknowledge: This isn’t about taking things away, it’s about clarity. What do you need in your role?

Can’t agree on who should be Accountable. Facilitate: What’s the concern? What would make this workable? If no consensus, escalate decision to whoever has that authority.

Too many issues to address. Prioritize ruthlessly: Start with 2-3 highest impact. Can address more later.

Person assigned role isn’t in room. Can draft proposal but must verify with them before finalizing. Can’t assign roles to absent people.

“This will never work in our organization.” Explore: What specifically prevents clarity? What could work given constraints? Start with what’s possible.

Confusion about RACI. Use examples. Draw on flipchart. Walk through simple scenario to demonstrate.

Want perfect clarity immediately. Remind: Start with good enough, iterate. Perfect is enemy of done. Draft agreements, try them, adjust.

Timing Flexibility

• If running behind: Reduce Segment 5 to 25 min (5 min teach, 20 min activity)
• If ahead: More time in Segment 5 for additional role agreements
• Can extend Segment 7 for intact teams with detailed action planning

Key Facilitator Moves

In Segment 1:

• Balance acknowledgment of frustration with hope that clarity is achievable
• Surface range of problems clarity would solve

In Segment 3:

• Help groups choose meaty work areas where clarity matters, not easy obvious areas
• Push for specificity in mapping: vague roles can’t be clarified

In Segment 4:

• Help distinguish gaps, overlaps, and boundary confusion: different problems need different solutions
• Support prioritization: can’t fix everything today

In Segment 5:

• Hold firm on one Accountable person: this is key principle
• Facilitate negotiation if someone objects to role assignment
• Ensure agreements are specific enough to guide action

In Segment 6:

• Keep systems simple and integrated into existing practices
• Push for ownership of each system

Throughout:

• Focus on clarity not blame
• Balance structure (RACI) with flexibility (agreements can evolve)
• Maintain practical problem-solving orientation

For Different Team Types

Intact cross-functional teams: This is real work on their actual roles. They should leave with documented agreements and clear next steps. Push for commitment and follow-through.

Project-based teams: Focus on roles for this project’s duration. Make agreements explicit from start. Build in role review points.

Functional teams collaborating: Map interfaces and handoffs between functions. Clarify who initiates, who responds, where things transfer.

Follow-Up Suggestions

• For intact teams: Review role agreements at next team meeting
• Within 2 weeks: Finalize any draft agreements with missing stakeholders
• Monthly: Check if role agreements are working, adjust as needed
• When new people join: Onboard them to role agreements explicitly
• When work changes: Update role agreements to match
• Quarterly: Deep role review to catch any drift
• Document changes: Keep role documentation current

Success Indicators

You’ll know the workshop worked if:

• Participants can explain why role clarity matters for collaboration
• Current roles are mapped with specific detail
• Gaps, overlaps, and boundary issues are identified
• At least 2-3 clear role agreements created
• Agreements specify exactly one Accountable person per task/outcome
• Plans exist for maintaining role clarity over time
• Everyone understands RACI and how to use it
• Reduced confusion about who does what
• Increased confidence in ability to clarify roles ongoing

Appendix: Key Concepts Summary

Clear Roles Enable Effective Collaboration

Cross-functional work requires explicit role agreements. What’s implicit within functions must be explicit across them.

Gaps, Overlaps, and Boundary Confusion Are Common

All three create problems. Each requires different solution. Diagnosis matters.

RACI Provides Shared Language

Responsible, Accountable, Consulted, Informed gives team common framework for discussing roles.

One Accountable Person Per Outcome

Can have multiple Responsible, Consulted, or Informed. But only ONE Accountable. This is key principle.

Authority Must Match Accountability

Can’t hold someone accountable without giving them authority and resources to deliver.

Role Clarity Requires Ongoing Maintenance

Not one-time fix. Roles evolve as work changes. Need systems to keep clarity current.

Documentation Must Live and Breathe

Written down and accessible. Referenced regularly. Updated when changes occur.

Permission to Clarify in Real Time Matters

Culture where asking “whose role is this?” is welcomed. Ambiguity treated as system issue not personal failure.