Running Head: CROSSFIRE COMMUNICATIONS INCREASED PRODUCTIVITY 1

Crossfire Communications Increased Productivity and Strengthens a Project Team

Andrea Sitler

University of Maryland
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Crossfire Communications Increased Productivity and Strengthens a Project Team

Crossfire communications can improve a team's imagine. It allows for increased productivity

and a stronger sense of teamwork. Through crossfire communications, a project team can create

a more structured plan of action with better cross-team acceptance. This communication

method can be effectively used in project teams, particularly in entrepreneurial ventures. This

paper will show my analysis of a previous meeting using crossfire communications.

Crossfire communications is defined by Bell and Smith (2006, p.30) as a pattern of

communications that allows for freedom of expression. This freedom provides the basis for

unrestricted communication best suited for a brainstorm type session. The more reactive the

team, the broader the range of ideas set forth. The deeper the idea pool, the more successful our

implementation projects have become.

The DOT Doctor had recently received a new logistics implementation project. The company

that purchased our services needed a way to better track their equipment, optimize their

equipment usage and reduce their non-revenue transport costs. Once a basic understanding of

the company's operations and needs were outlined, my team organized to brainstorm on a plan of

action.

The project team met in a virtual meeting room through Skype. This preferred method of

communications works best with my team due to their physical global diversity. Part of the team

chose to join us via webcam while others limited their access to verbal only. This integration of

technologies can sometimes lead to nonverbal barriers (Bell & Smith, 2006, p. 34) due to the

lack of ability to view each other's full body language. Gaining just partial insight of each other,
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can lead one to conclude the opposite of the true intention of another member. The geographical

diversity of this team creates a physical barrier (Bell & Smith, 2006, p. 32) or limitation

preventing in person meetings. Xenophobia or cultural barriers (Bell & Smith, 2006, p. 32) have

been overcome through the years of previous experience each member gained while working in a

globalized role. While Skype meetings can lead to competition barriers (Bell & Smith, 2006, p.

34) due to the freedom each person has to multitask during the meeting time, we have been quite

lucky and successful in avoidance of such in our meetings. Crossfire communication techniques

has aided in this success by gaining the attention of the team by allowing for unstructured

communication and inviting unrestrained comments and suggestions.

The meeting began in a hub and spoke pattern of communication as most do with the Project

Manager welcoming everyone to the team and laying out the guidelines for our latest project.

The team members introduced themselves with a brief synopsis of their experience and a

comment on how their experiences will contribute to the project. This step allows any new

members to be introduced into the team. Each asked questions in turn and the appropriate

member responded. This structured method of communications serves as a “recorded or

documented” (Bell & Smith, 2006, p. 27) form of communication since it will lay the

groundwork for our project. All communication following will be based upon these structured

guidelines.

Once the initial portion of the meeting had concluded, we moved into the brainstorming session.

Since each consultant on this cross-divisional team has many years of experience in their field, a

myriad of different techniques and ideas began to materialize through a crossfire communication

type pattern. Crossfire communications allows for an unstructured method of communications

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(Bell & Smith, 2006, p. 27) where questions will be raised, attitudes and emotions expressed and

highly independent thinking is encouraged.

Kelly began taking notes and displaying them on the virtual white board thus injecting structure

to our crossfire methods. Written communication helps us to reduce communication barriers

(Bell & Smith, 2006, p. 34) that are very likely to occur on such a globally diverse team. Our

sales consultant, Steve, centered his ideas around customer service and on time availability.

Markus, operations consultant, was concerned on cost. Mike, a former 3PL provider, spoke of

various transport methods including the combination of rail/truck transport for general restock

purposes. Ayi, our technical representative, spoke of ways to create this customized system such

as SQL implementations with various data output formats. Magnus' expertise is drawn from the

implementation of warehouse and transportation management systems (WMS/TMS) with RFID

implementations. His thoughts immediately went to the installation of some form of radio

tracking device on each container in order to pinpoint its global location. Ideas continued to fly

as each team member built from the last suggestion thus eliminating experiential or perceptual

barriers (Bell & Smith, 2006, pp. 32-33) that once originated through alternative communication

methods.

In order to further the thought process as Project Manager, I played devil's advocate in our

discussion to help the team see the pros but mostly the cons of their ideas. This action also

allows for team motivation. By using reverse psychology, as it were, motivational barriers (Bell

& Smith, 2006, p. 33) are destroyed before they exist. As the meeting continued on, we began to

formulate a plan of action from this vast pool of ideas. By meeting's end, we had isolated the

ideas that would work for this client. We set them into a plan of action. Next, it was my job to

create a timeline, write a proposal and obtain the consult of the client. Once approved,
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assignments could be made and the work would commence. Involving the team from day 1

removes organizational barriers (Bell & Smith, 2006, p. 34) and reduces the possibility of hurt

feelings or misplaced loyalties thus reducing emotional barriers (Bell & Smith, 2006, p. 33).

Having the team develop the plan, even if lead, creates a stronger team spirit and more desire to

achieve. This form of lateral communications "helps to create bonds between" (Bell & Smith,

2006, p. 31) the team. The crossfire technique allows us to build a workable plan, structure it

and have each member of the team feel as if it was all his or her idea. This is a great team

building resolution. As contrasting points of view merge into a plan of action, each member

begins to claim ownership of the plan. We have found the crossfire method to be the most useful

in gaining acceptance and desirability of an action plan.

Prior to using crossfire methods; legs, hub and spoke and the triangle method were used (Bell &

Smith, 2006, pp. 28-30). These methods seemed to isolate groups and create animosity within

the team. They lead to a highly competitive environment with little acceptance of a community

plan. Changing our methods to crossfire has lead to a more open communication structure for

the team. These major changes lead to an atmosphere of unity, team pride and a positive

working environment. The new communication structure allows for quicker meetings with a

smoother communication process. The open sharing of ideas has allowed the team to expand on

useable aspects while creating an action plan. Through this incorporation of ideas, all team

members feel as if it is their idea that is being used therefore claiming ownership to the project.

This very positive step, change in communication method, produces excellent results. Our rate

of on-time closings has increased. Our team now rates superior in customer service. Crossfire

communication has lead to a higher level of productivity and an improved working environment.
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References

Bell, A. & Smith, D. (2006). Management Communication 2nd Ed. New York, NY: John

Wiley and Sons Inc.