What do you do if different departments in your gaming company are constantly at odds?

Everyone needs to be on the same page - even if their roles and responsibilities are completely different. Getting everyone together to talk through the barriers and having a third party to mediate can overcome issues around internal processes

Why why analysis - To clearly understand and identify the root cause of any problem or conflict. Why why analysis is a technique to get to the root cause of anything by asking multiple series of 'why questions' about the problem, and developing a solution along the way to effectively overcome the situation. Usually, it takes about 5 questions but based on the problem you can extend or shrink the number of questions.

I have found it to be useful to use the OGSP (Objective-Goal-Strategy-Plan) 1-pager to get any team on the same page. establishing a direct path from every individual to the ultimate goal of the company, especially when put together as a team, is something undeniable. Now on the other hand if the conflict is deriving from other more personal aspects, it is useful to again as a team put together a Team Charter. The aim of this is listing the behaviours the team does not tolerate and agree on a method to call out those behaviours.

To foster collaboration among different departments in a gaming company, it’s crucial to establish common goals through transparency and a shared vision. It’s not uncommon for departments to focus only on their specific roles without recognizing that they are all working towards a shared final goal. When this ultimate objective is clearly communicated, and leaders consistently provide updates and get feedback to ensure understanding, it always leads to improved relations between departments. For instance, a seemingly unnecessary build requested by the marketing team is not just because that guys want it. Without it, the game might not sell enough copies and the whole development process would be in vain.

When different departments within a gaming company are frequently at odds, establishing common goals becomes essential for fostering collaboration and cohesion. By identifying overarching objectives that align with the company's vision and mission, departments can find common ground to work towards collectively. This process involves open communication and collaboration between team leaders and members to define shared aspirations that transcend departmental boundaries.

le maitre mot est de créer de l'harmonie et promouvoir les synergies entre départements. la première chose est de clairement définir la stratégie et les axes de travail/développement et de les partager. la seconde est de s'assurer que chacun comprenne le travail de l'autre et comment tout cela s'insère dans l'ensemble. la troisième est de partager et faire partager les expériences. enfin communiquer, communiquer, communiquer

Honestly, most of this boils down to the same thing: clear expectations for everyone. There's a military concept of "commander's intent", where the goal is set - but the commander isn't going to manage how you get there, and trusts their people to make judgement calls according to their position to make it happen. If the commander's intent isn't clear - or clearly communicated, either from the very top or at any stage along the way as it's broken into smaller pieces- then things break down. Micromanagement is also a serious issue, though it may not seem like it: too much revision and nitpicking can actually make matters worse. Clear intentions, well communicated, with flexibility, is where to start - and also the best way to fix it.