1. The goals are not unified, and the participants in the collaboration perform their respective duties, so it is impossible to form a joint force.
2. The work is very different, so it is impossible to understand the workflow between different jobs, which is easy to misunderstand.
3. Information is unsynchronized, and collaboration participants are prone to conflict due to information occlusion.
4. It is difficult to clearly distinguish the work results (good and bad) obtained by cooperation, which leads to job grabbing and shirking, further worsening the cooperative relationship.
Secondly, to see how to solve these problems, we can consider trying to solve the above problems from the following aspects:
1. No matter what kind of collaboration, the principal responsible person must be determined in advance, and the principal responsible person must be able to mobilize all resources and have the decision-making power on key issues in the process of collaboration.
2. Clarify the cooperation objectives and decompose them into specific executable levels according to the division of labor, handle the relationship between the cooperation objectives and the inherent work objectives, and regularly follow up the completion of the objectives.
3. Establish a timely and efficient information sharing mechanism, such as regular meetings, and report the results of the stage work in a centralized manner.
4. Acknowledge the post differences, organize leagues appropriately, and strengthen the understanding between teams outside work.