Defense Acquisition Magazine March-April 2026

courses taught by IDEO Global Design and Innovation and McKinsey in the 7S Model for Strategic Planning. (Read: “How to Use the McKinsey 7-S Model for Stra- tegic Planning,” Investopedia .) It encour- ages team members to look beyond short-term fixes and consider inter - dependencies, feedback loops, and unintended consequences. Increased problem solving. Com- plex problems require multifaceted solutions. CFTs leverage a wide range of expertise to diagnose root causes, evaluate trade-offs, and develop in - tegrated responses. For example, in the CFT 4200 simulation, teams must navigate a scenario where a vehicle survivability kit passes testing but creates a maintenance burden due to late logistics input. The use of tools like the Silo Bingo Card and Dimensions of Effective Teams Survey helps teams surface hidden assumptions and optimize decisions under pressure. Enhanced collaboration. CFTs break down silos and foster a culture of collaboration. They create shared language, mutual understanding, and trust across departments. Coaching Teams emphasizes the role of “cultural brokers”—indi - viduals who bridge gaps between functions by translating norms, pri- orities, and communication styles.

ity” | Deloitte Insights.) For this reason, in our capstone event we allow learn- ers to apply tools in real-world sce- narios, fostering deeper engagement and motivation. The Challenges Conflicting goals. Different de- partments often have competing pri - orities. For example, engineering may prioritize technical excellence, while contracting focuses on compliance and cost control. These tensions can lead to misalignment and friction. The Warfighting Acquisition Uni - versity’s CFT 4200 curriculum ad- dresses this by encouraging teams to align actions to mission needs and apply acquisition reform principles to reduce friction. Coaching ses- sions help clarify roles and negotiate shared goals. (Read: “How to Navigate a Turf War at Work,” Harvard Business Review.) Communication, role uncertainty. Effective communication is the life - blood of CFTs. Yet differences in terminology, work styles, and in- formation access can hinder col- laboration. Misunderstandings can lead to delays, errors, and missed opportunities. Training in cross-silo leadership and feedback norms helps teams overcome these barriers. Facilitated sessions and embedded learning ac- tivities build communication skills and trust. Unclear roles and responsibilities can create confusion and inefficiency. Team members may duplicate efforts, overlook tasks, or defer decisions un- necessarily. (Read: “How Perspective Swaps Can Unlock Organizational Change,” Harvard Business Review.) The CFT 4200 simulation intro- duces role-switching exercises to help learners understand different perspectives and clarify expecta- tions. The team dynamics survey fur- ther identifies areas of ambiguity and guides corrective action. Resistance to change. It is difficult to change—especially when doing so challenges established power-related norms and hierarchies. Lately, resis-

(Read: “Cross-Silo Leadership,” Harvard Business Review .) Psychological safety is another key enabler. When team members feel safe to speak up, ask questions, and admit mistakes, collaboration flour - ishes. This is especially important in acquisition environments where functional roles carry different levels of influence and risk tolerance. (Read: “High-Performing Teams Need Psychological Safety: Here’s How to Create It,” Harvard Busi- ness Review.) Increased efficiency. CFTs’ stream- lined processes, reduced duplication, and faster decision-making provide greater efficiency. By aligning mis- sion outcomes rather than functional tasks, teams can eliminate bottle- necks and accelerate delivery. The CFT 4200 course teaches learners to apply frameworks like the Titanium Card and KAIR (Keep, Abandon, In- vent, Reinvent) to improve speed and adaptability. (Read: “How to make smart de- cisions quickly in uncertain times” | McKinsey & Company.) Increased employee engagement. Empowering team members to con- tribute their unique skills and per- spectives increases their engage- ment. CFTs offer opportunities for growth, learning, and impact. They validate the value of each function and create a sense of shared owner- ship. (Read: “Three keys to organiztional agil-