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 what makes goals truly "shared" across functions
• Identify current goal misalignment and competing objectives
• Create shared goals using the OKR framework
• Align individual and functional goals to shared objectives
• Establish clear ownership and accountability for shared goals
• Define measures for shared success

Materials Needed

• Flipchart/whiteboard
• Post-it notes (multiple colours)
• Printed handouts: Goal Alignment Assessment, OKR Framework Guide, Shared Goals Toolkit, Goal Ownership Template, Team Action Plan
• Large paper for goal 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 shared success not individual wins, honest about misalignment, all goals valid
• Normalise that goal conflicts are common in cross-functional work

Activity: "Goal Alignment Stories" (17 min)

Purpose: Surface current goal misalignment and what makes goals truly shared

Individual Reflection (5 min):

Think about your experience with goals in cross-functional work:

• A time when different goals created conflict (what were the competing goals? what happened?)
• A time when shared goals led to great collaboration (what made them truly shared?)
• One area where you think your goals don't align with others' goals

Write each on a post-it with brief description

Silent Posting and Clustering (4 min):

Create three flip chart areas:

• "When goals conflicted" (competing objectives)
• "When goals aligned" (successful shared goals)
• "Current misalignment" (where we're not aligned now)

Everyone posts their sticky notes, reading others as they go

Facilitator clusters similar themes

Group Discussion (8 min):

As a group, look at all three areas:

• What problems do competing goals create?
• What made goals truly shared vs. just coordinated?
• Where do we see goal misalignment now?
• What patterns emerge?

Frame: "Today we'll create shared goals that align our efforts and make cross-functional collaboration more effective."

Facilitator Notes:

• Push for specific examples: "goals didn't align" becomes "Sales was measured on deals closed, Engineering on quality, so Sales promised features Engineering couldn't deliver"
• Common goal conflicts: speed vs. quality, short-term vs. long-term, customer acquisition vs. customer retention, innovation vs. stability, different functional metrics
• Common shared goal successes: everyone measured on same outcome, clear shared definition of success, mutual dependencies made explicit, regular check-ins on shared progress
• Watch for "fake" shared goals: goals that sound shared but each function interprets differently or prioritises their own version
• Some may be defensive about their goals: create safety that this is about alignment not criticism
• Note where goals systematically conflict: these may be design problems requiring organisational attention
• For cross-functional teams, expect revelation of hidden goal conflicts
• Look for patterns: do certain functions always have competing goals? Are conflicts at project level or strategic level?

SEGMENT 2: Understanding Shared Goals (15 minutes)

Mini-Teach: What Makes Goals Truly Shared (15 min)

The Definition:

Shared goal: An objective that multiple people or functions work towards together, where success requires collective effort and benefits everyone involved.

Key distinction: Shared goals vs. coordinated goals vs. individual goals working in parallel.

Why Shared Goals Matter:

For alignment:

• Everyone pulling in same direction
• Clear collective purpose
• Reduced wasted effort on conflicting priorities

For collaboration:

• Natural reason to work together
• Shared stake in outcome
• Mutual accountability

For effectiveness:

• Resources focused on common objective
• Trade-offs made in service of shared success
• Integration happens naturally

For motivation:

• Sense of collective achievement
• "We're in this together" feeling
• Celebration of shared wins

Three Types of Goals:

1. Individual Goals

What they are: Objectives specific to one person or function

Example: "Marketing will generate 500 qualified leads"

Appropriate when: Work is independent, doesn't require cross-functional collaboration

Problem in cross-functional work: Can create siloed thinking and competing priorities

2. Coordinated Goals

What they are: Separate goals that need timing or handoffs managed

Example: "Sales will close deals, Engineering will build what's sold"

Appropriate when: Work is sequential with clear handoffs

Problem: Not truly shared success, can create "not my problem" mentality when things go wrong

3. Shared Goals

What they are: Collective objectives requiring integrated effort

Example: "Launch new product with 1000 customers in first quarter"

Appropriate when: Success requires multiple functions working together towards common outcome

Benefit: Creates shared accountability and natural collaboration

What Makes Goals Truly Shared:

Collective ownership:

• Multiple functions own the outcome together
• Success requires contribution from all
• Can't achieve it alone

Mutual benefit:

• Everyone wins if goal is achieved
• Everyone loses if goal is missed
• Not zero-sum between functions

Integrated measurement:

• Success is defined collectively
• One shared metric, not separate functional metrics
• Clear when you've succeeded together

Interdependence:

• Explicit dependencies between functions
• Each function's work enables others
• Failure in one area affects all

Common understanding:

• Everyone interprets goal the same way
• Shared definition of what success looks like
• Agreement on priorities and trade-offs

The OKR Framework:

What it is: A goal-setting framework with two components:

Objective: The qualitative, aspirational goal

• What you want to achieve
• Inspiring and directional
• Qualitative and memorable
• Time-bound (usually quarterly or annual)

Key Results: The quantitative measures of success

• How you'll know you've achieved the objective
• Measurable and specific
• Typically 2-5 per objective
• Stretch but achievable

Why OKRs work for shared goals:

• Separate inspiring direction (objective) from measures (key results)
• Everyone can align around same objective while contributing different key results
• Makes dependencies and integration visible
• Encourages ambitious shared thinking

OKR Structure:

• Objective: [Inspiring qualitative goal]
• Key Result 1: [Measurable outcome]
• Key Result 2: [Measurable outcome]
• Key Result 3: [Measurable outcome]

Example Individual OKR:

• Objective: Become the most customer-centric engineering team
• KR1: Achieve 90% customer satisfaction score
• KR2: Reduce average bug fix time to under 24 hours
• KR3: Ship 3 features driven directly by customer feedback

Example Shared OKR:

• Objective: Successfully launch Product X and establish market presence
• KR1: Acquire 1000 paying customers in Q1
• KR2: Achieve 80% customer satisfaction score
• KR3: Generate £500K revenue in first quarter

Why this is shared: Sales, Marketing, Product, Engineering, and Customer Success all contribute to and benefit from this outcome

Common Goal Alignment Problems:

Competing metrics:

• Sales measured on deals closed, Engineering on quality
• Short-term targets conflict with long-term objectives
• Function optimises for own metric at expense of shared goal

Solution: Create shared metrics everyone contributes to

Different definitions of success:

• Marketing thinks success is leads, Sales thinks it's closed deals
• "Launch" means different things to different functions
• Quality standards vary by function

Solution: Explicit shared definition in key results

Hidden priorities:

• Stated goal is X, but real priority is Y
• Functional goals take precedence over shared goals
• Lip service to shared goals but measured on individual goals

Solution: Ensure incentives and measurements align with shared goals

No clear ownership:

• Everyone's goal means no one's goal
• Diffusion of responsibility
• Finger-pointing when goal is missed

Solution: Shared ownership with clear roles and accountability

Lack of integration:

• Each function has piece of goal but no integration
• Handoffs are unclear
• No one owns the whole

Solution: Explicit dependencies and integration points in key results

SEGMENT 3: Assessing Current Goal Alignment (20 minutes)

Framework Share: Diagnosing Goal Misalignment (3 min)

Before creating new shared goals, understand where current goals don't align. Goal misalignment shows up in competing priorities, different metrics, and conflicting incentives.

What to assess:

• Current goals by function
• Where goals compete or conflict
• Where goals should be shared but aren't
• Where measurements don't align

Activity: "Goal Alignment Mapping" (17 min)

Purpose: Make current goals visible and identify misalignment

Individual Mapping (6 min):

Using Goal Alignment Assessment handout:

List your current goals (3-5):

For each goal, note:

• Is this an individual, coordinated, or potentially shared goal?
• Who else's goals does this interact with?
• Where might this conflict with others' goals?
• Should this be a shared goal instead?

Functional Group Discussion (8 min):

Group by function (or role area):

Share individual goals within your function

Create a function-level view:

• What are our function's main goals?
• Which of these affect or depend on other functions?
• Where do our goals potentially conflict with others?
• Which goals should really be shared goals?

Post function goals on flip chart

Whole Group Analysis (3 min):

Look at all functional goals posted:

• Where do we see obvious conflicts?
• Where do we see hidden dependencies?
• Which goals should really be shared across functions?
• What surprises us?

Facilitator Notes:

• Help people be honest about actual goals, not just official ones: "What do you really get measured on? What do you really prioritise?"
• Common conflicts: Sales goals for deals vs. Engineering capacity, Marketing campaigns vs. Product readiness, Customer Success retention vs. Sales new customer targets
• Look for goals that sound independent but actually compete for same resources
• Watch for goals that are stated as shared but measured individually
• Some may not know their actual goals clearly: this reveals a problem worth noting
• Hidden dependencies often emerge: "I didn't realise your goal depends on my work"
• For intact teams, this makes implicit conflicts explicit
• Note where conflicts are structural not personal: organisational design issue
• If functions have completely disconnected goals with no shared goals, this is a red flag for cross-functional effectiveness

SEGMENT 4: Creating Shared Objectives (25 minutes)

Framework Share: Writing Effective Shared Objectives (5 min)

Shared objectives bring functions together around inspiring common goals. Good objectives are aspirational but achievable with collective effort.

Characteristics of good shared objectives:

Qualitative and inspiring:

• Describes what success looks like
• Motivating and energising
• Paints a picture of the future

Time-bound:

• Clear timeframe (quarter, year)
• Creates urgency and focus

Achievable with stretch:

• Ambitious but realistic
• Requires collective best effort
• Not guaranteed but possible

Requires cross-functional effort:

• Can't achieve alone
• Multiple functions must contribute
• Success benefits everyone

Clear enough to unite, broad enough to allow autonomy:

• Everyone understands what you're trying to achieve
• Leaves room for different functional approaches

Formula:

[Action verb] + [What] + [Impact/Why it matters] + [Timeframe]

Examples:

Weak: "Improve customer satisfaction" (vague, no timeframe)

Strong: "Become customers' preferred vendor for enterprise software by end of Q2"

Weak: "Launch product" (no compelling why)

Strong: "Successfully launch Product X and capture 10% market share in first year"

Weak: "Work together better" (not a goal)

Strong: "Transform customer onboarding experience to industry-leading standard by Q4"

Activity: "Shared Objective Creation" (20 min)

Purpose: Create compelling shared objectives for cross-functional team

Setup (2 min):

• Identify 2-3 areas where team needs shared objectives:
• Could be: Major projects, Strategic initiatives, Key outcomes, Critical improvements
• Write each on flip chart

Small Group Objective Drafting (12 min):

Divide into 2-3 groups, one per identified area

For your assigned area, draft a shared objective:

Step 1: Brainstorm (3 min)

• What are we really trying to achieve?
• What would success look like?
• Why does this matter?
• What's the timeframe?

Step 2: Draft objective (5 min)

Using OKR Framework Guide handout:

Write a qualitative, inspiring shared objective

Test it:

• Does this require multiple functions?
• Is it inspiring and clear?
• Does everyone benefit from achieving this?
• Is it time-bound?

Step 3: Refine (4 min)

Polish the language

Ensure it's memorable and motivating

Gallery Share and Feedback (6 min):

Groups post their draft objectives

Everyone reviews (3 min)

Whole group feedback (3 min):

• Which objectives inspire you?
• Where do you need clarification?
• Which feel truly shared?

Facilitator Notes:

• Push for objectives that genuinely require cross-functional collaboration: if one function could achieve this alone, it's not truly shared
• Help groups be ambitious but realistic: objectives should stretch but not be fantasy
• Watch for objectives that are really key results in disguise: "Increase revenue by 20%" is a key result, "Become the market leader in our category" is an objective
• Common mistakes: too vague ("be better"), too tactical ("complete project X"), not time-bound, not inspiring
• Ensure objectives represent what success looks like, not just activity
• Test if objectives create shared stake: does everyone win if this is achieved?
• For intact teams, these become their actual shared objectives
• Some groups may struggle with truly shared thinking: help them see beyond functional lens
• If objectives still sound siloed, probe: "How does this benefit other functions?"

SEGMENT 5: Defining Key Results for Shared Success (30 minutes)

Framework Share: Creating Measurable Key Results (8 min)

Key results make objectives concrete. They define exactly how you'll know you've succeeded. For shared goals, key results must measure collective success, not just individual functional contributions.

Characteristics of good key results:

Measurable and specific:

• Quantifiable outcome
• Clear metric with target
• Unambiguous whether achieved

Outcome-focused, not activity-focused:

• What changes, not what you'll do
• Results, not tasks
• Impact, not effort

Ambitious but achievable:

• Stretch goal requiring best effort
• 70-80% confidence of achievement
• Not guaranteed but possible with hard work

Linked directly to objective:

• Clear how this key result proves objective achieved
• Logical connection
• If all key results met, objective is achieved

Time-bound:

• Clear deadline
• Matches objective timeframe

For shared goals: Measures collective success

• Not individual functional metrics
• Integration points visible
• Everyone contributes and benefits

Formula:

[Verb] + [What you're measuring] + [From X to Y] + [By when]

Examples:

Weak: "Launch marketing campaign" (activity not outcome)

Strong: "Increase qualified leads from 100 to 500 per month by Q2"

Weak: "Improve quality" (vague)

Strong: "Reduce customer-reported bugs from 50 to 10 per month by end of Q3"

Weak: "Engineering will build features" (functional not shared)

Strong: "Achieve 80% feature adoption rate across customer base within 30 days of launch"

Types of Key Results for Shared Goals:

Growth key results:

• Increasing something (customers, revenue, usage, satisfaction)
• "Grow monthly active users from 1000 to 5000"

Improvement key results:

• Making something better (quality, speed, efficiency)
• "Reduce average response time from 24 hours to 2 hours"

Milestone key results:

• Completing something significant
• "Launch in 3 new markets with localised product"

Change key results:

• Transforming or establishing something new
• "Achieve 90% customer satisfaction score (up from 60%)"

How many key results:

• Typically 2-5 per objective
• Too few: May not fully measure success
• Too many: Dilutes focus and becomes overwhelming
• Sweet spot: 3-4 key results that collectively prove objective achieved

Ensuring Key Results Are Truly Shared:

Bad: Function-specific metrics

• Marketing KR: "Generate 500 leads"
• Sales KR: "Close 50 deals"
• Engineering KR: "Ship 10 features"

Problem: Each function optimises for own metric, doesn't integrate

Good: Integrated metrics

• KR1: "Acquire 1000 paying customers" (everyone contributes)
• KR2: "Achieve 85% customer retention rate" (sales, product, CS collaborate)
• KR3: "Reach £500K monthly recurring revenue" (requires all functions)

Making integration explicit:

Include key results that explicitly measure cross-functional integration:

• "Complete 3 projects with zero handoff delays"
• "Achieve 95% alignment score on quarterly priorities across all functions"
• "Deliver integrated solution with contributions from all 4 functions on time"

Activity: "Key Results Workshop" (22 min)

Purpose: Define measurable key results for shared objectives

Setup (2 min):

• Use the shared objectives created in previous segment
• Same groups work on their objective

Key Results Drafting (15 min):

For your shared objective, create 3-4 key results:

Step 1: Brainstorm measures (5 min)

Using Shared Goals Toolkit handout:

• What would prove you've achieved this objective?
• What metrics show collective success?
• What measures require all functions to contribute?
• List 5-8 possible key results

Step 2: Select and refine (7 min)

Choose the 3-4 most important:

• Do these collectively prove objective achieved?
• Are they measurable and specific?
• Do they require cross-functional effort?
• Are they ambitious but achievable?

Refine wording to be clear and specific

Step 3: Test (3 min)

Check:

• If we achieve all key results, have we achieved the objective?
• Can we measure these?
• Do all functions contribute to these?
• Are these outcomes, not activities?

Gallery Share and Refinement (5 min):

Groups post complete OKRs (objective + key results)

Everyone reviews (3 min)

Quick feedback round (2 min):

• Are key results truly measurable?
• Do they feel shared or functional?
• What's missing?

Facilitator Notes:

• Push for outcome-based key results: "Complete training" is activity, "Achieve 90% certification rate" is outcome
• Help groups be specific with numbers: "Increase revenue" needs to be "Increase revenue from £X to £Y"
• Watch for key results that are really functional goals in disguise: if only one function can achieve it, it's not shared
• Common mistakes: too many key results (dilutes focus), unmeasurable ("improve significantly"), activity-based ("launch campaign"), not time-bound
• Ensure key results collectively prove objective: test by asking "if we hit all these, have we achieved the objective?"
• For truly shared key results, multiple functions should contribute to each one
• Some groups may create 3 separate functional key results: redirect to integrated metrics
• If key results can't be measured, objective may be too vague: may need to revise objective
• For intact teams, these become their actual OKRs

SEGMENT 6: Aligning Individual Goals to Shared Goals (15 minutes)

Framework Share: Creating Goal Alignment (5 min)

Shared team goals only work if individual and functional goals align to support them. Each person and function needs clear line of sight from their work to shared objectives.

The alignment cascade:

Level 1: Team shared objective

What the cross-functional team achieves together

Level 2: Functional objectives

How each function contributes to shared objective

Level 3: Individual objectives

How each person contributes to functional and shared objectives

All levels should align:

• Individual goals support functional goals
• Functional goals support shared goals
• No goals conflict with shared objectives

How to align:

For each shared key result, ask:

• What must each function do to contribute?
• What individual work enables this?
• Are current functional goals aligned or conflicting?

Adjustment may be needed:

• Some functional goals may need to shift
• Some individual goals may need adjustment
• New goals may be needed to support shared objectives

Creating clear line of sight:

Everyone should be able to say: "I'm working on X (individual goal) which contributes to Y (functional goal) which enables Z (shared team goal)"

Activity: "Alignment Check and Planning" (10 min)

Purpose: Ensure individual and functional goals align with shared objectives

Individual Alignment Check (4 min):

Using Goal Ownership Template handout:

Choose one shared objective your team created:

The shared objective: _______________________________________________

How my function contributes: _______________________________________________

How my individual goals align: _______________________________________________

Adjustments I may need to make: _______________________________________________

Functional Group Discussion (5 min):

Within functional groups:

• Share individual alignment thinking
• Discuss as function:
  • How do we collectively support shared objectives?
  • Do our functional goals need adjustment?
  • What new goals might we need?
  • How do we ensure everyone's work connects?

Brief Whole Group Share (1 min):

Quick popcorn: "One adjustment we need to make to align..."

Facilitator Notes:

• Help people see specific connections between their work and shared goals: vague "I support it" needs to be concrete "My work on X directly enables key result Y"
• Watch for people who can't connect their work to shared goals: may indicate goals aren't truly shared or person's role isn't clear
• Some functional goals may genuinely need to change to support shared objectives: this is healthy realignment
• Look for conflicts: individual measured on A but shared goal requires B
• Common disconnects: individual incentives don't match shared goals, functional priorities override shared priorities, no clear path from individual work to shared outcome
• For intact teams, may need follow-up to actually adjust goals and incentives
• If major misalignment surfaces, may need organisational intervention to fix incentive structures
• Ensure alignment goes both ways: shared goals should also reflect what individuals and functions can realistically deliver

SEGMENT 7: Integration & Commitment (10 minutes)

Tool Distribution (2 min)

Provide take-home resources:

• Goal Alignment Assessment (already have)
• OKR Framework Guide
• Shared Goals Toolkit (already have)
• Goal Ownership Template (already have)
• Team Action Plan

Team Commitments (6 min)

For intact cross-functional teams:

Using Team Action Plan handout, capture:

Our shared objectives:

How each function contributes: _______________________________________________

Next steps to finalize and implement:

When we'll review progress: _______________________________________________

For mixed groups:

Individual commitments:

• One shared goal I'll propose
• How I'll align my goals to team goals
• One conversation I need to have

Closing Round (2 min)

Go around circle, each person shares:

"One commitment I'm making about shared goals is..."

Facilitator provides:

• Reminder that shared goals create natural collaboration and alignment
• Encouragement to revisit and adjust goals as circumstances change
• Note that goal alignment requires ongoing attention, not just one-time exercise
• Appreciation for collaborative thinking demonstrated today

Secret Sauce

Energy Management

• Segment 1 should reveal pain of misalignment while creating hope for better alignment
• Segment 3 (assessing) can feel heavy as conflicts emerge: balance with excitement about solving them
• Segment 4 (creating objectives) should feel creative and inspiring
• Segment 5 (key results) is detailed work but should feel concrete and actionable
• If energy dips after Segment 3, take 2-minute break before Segment 4
• Keep balance between analytical (measuring) and inspirational (shared vision)

Common Challenges

"We already have shared goals." Explore: Are they truly shared or just coordinated? Do measurements align? Test whether success genuinely requires collective effort.

Can't agree on objectives. Normal when functions have different priorities. Facilitate: What would benefit everyone? What requires all functions? Start with one shared objective, can add more later.

Objectives too vague or too specific. Guide: Objectives should be inspiring direction (qualitative), key results should be specific measures (quantitative).

Key results are just activities. Redirect: What changes if you do that activity? What's the outcome? Measure the result, not the task.

"My function's goals are more important." Acknowledge functional goals matter AND shared goals enable collective success. Both/and, not either/or.

Can't measure some key results. Either find measurable proxy or objective may need clarifying. If truly can't measure, may not be good objective.

Too many goals. Help prioritise: Start with 1-2 shared objectives. Focus is better than trying to do everything.

Functional incentives don't match shared goals. Name this as system issue. Capture to escalate. Focus on what team can control while noting need for organisational change.

Timing Flexibility

• If running behind: Reduce Segment 5 to 25 min (5 min teach, 20 min activity)
• If ahead: Extend Segment 6 for deeper alignment work
• Can extend Segment 7 for more detailed implementation planning
• Segment 4 shouldn't be rushed: good objectives take time

Key Facilitator Moves

In Segment 1:

• Surface real conflicts, not sanitised versions
• Look for patterns: are conflicts structural or situational?

In Segment 3:

• Create safety to admit actual goals vs. official goals
• Help identify hidden dependencies and conflicts

In Segment 4:

• Push for truly shared objectives, not coordinated goals in disguise
• Help groups think beyond functional lens
• Test if objectives genuinely require cross-functional collaboration

In Segment 5:

• Ensure key results measure outcomes not activities
• Push for integrated metrics, not separate functional measures
• Help groups be specific with numbers and targets

In Segment 6:

• Make alignment concrete: how specifically does individual work connect to shared goals
• Flag misalignments for follow-up

Throughout:

• Distinguish shared (collective) from coordinated (sequential)
• Keep focus on what genuinely requires working together
• Balance ambition with realism

For Different Team Types

Intact cross-functional teams: This is real goal-setting work. They should leave with actual shared OKRs and alignment plans. Push for commitment and ownership.

Project-based teams: Create shared OKRs for project duration. Ensure they connect to ongoing functional goals.

Mixed groups: Learn OKR framework and shared goal principles. Practice they can apply in own teams.

Follow-Up Suggestions

• For intact teams: Finalise OKRs within one week
• Monthly: Check-in on shared key results progress
• Mid-cycle (e.g., 6 weeks in): Review if key results need adjusting
• End of cycle: Evaluate achievement, learn, set next cycle's OKRs
• When priorities shift: Revisit and adjust shared objectives
• Regularly: Ensure individual goals still align with shared objectives
• Quarterly: Refresh shared goals based on what's been learned

Success Indicators

You'll know the workshop worked if:

• Participants understand difference between shared, coordinated, and individual goals
• At least 1-2 clear shared objectives created using OKR framework
• Key results are measurable, outcome-focused, and truly shared
• Everyone can articulate how their work connects to shared goals
• Goal conflicts are identified and addressed
• Commitment to shared success, not just functional success
• Energy and excitement about working towards shared objectives
• Plans for ongoing goal alignment and review

Appendix: Key Concepts Summary

Shared Goals Require Collective Effort

If one function can achieve it alone, it's not truly shared. Shared goals need everyone.

OKRs Separate Direction from Measurement

Objectives provide inspiring direction. Key results provide measurable proof. Both are needed.

Key Results Must Measure Outcomes Not Activities

"Complete project" is activity. "Achieve 90% customer adoption" is outcome. Measure impact.

Everyone Must Benefit from Shared Success

Shared goals create collective stake. If only one function wins, goals aren't truly aligned.

Individual Goals Must Connect to Shared Goals

Clear line of sight: my work contributes to functional goal contributes to shared objective.

Alignment Requires Ongoing Attention

Goals need revisiting as circumstances change. Not one-time exercise.

Functional Goals Can Coexist with Shared Goals

Both matter. Key is ensuring functional goals support rather than conflict with shared objectives.

Some Goal Conflicts Require Organisational Change

Team can align goals at team level. Structural conflicts need organisational intervention.