If there is too much division within an organization, attempts to coordinate across groups can be disastrous. One way to overcome this compartmentalization and retain the benefits of structure is to create boundary-spanning roles. Boundary spanning occurs when people form relationships outside their formally assigned groups.

An HR executive who frequently engages with the IT group is engaged in boundary spanning. These activities help prevent formal structures from becoming too rigid and enhance decision making, knowledge sharing, and performance. Boundary-spanning activities occur not only within but also between organizations. Positive results are especially strong in organizations that encourage extensive internal communication.

Organizations can use formal mechanisms to facilitate boundary-spanning activities. One method is to assign formal liaison roles or develop committees of individuals from different areas of the organization. Development activities can also facilitate boundary spanning. Employees with experience in multiple functions, such as accounting and marketing, are more likely to engage in boundary spanning. You probably have personal experience with at least some of the results of decisions that leaders have made in your school or workplace that were related to the elements of organizational structure.