Can "inter-departmental collaboration" and "team work" complement each other?
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How about:\n\nI believe the changes could happen if the Secretariat improves team-work through the departments' relationships so that all of the issues can be handled more objectively using the special skill sets of each department.
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Collaboration, understanding and empathy. Not in that order.
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Project Initiation Team.
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build on what relevant experience both fields share. if it's customer interaction based then focus on that, it it's work related or using some sort of trade or skilll then focus on that. Lateral changes are reletively easy depending on how you phrase your experience. point out similarities and job duties each share and go with that. All jobs are pretty much the same anyways  since you never perform just one duty you know. embellish a little if you have to
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Exchange of students, faculties, partnering on research programs, sharing libraries and other resources, hosting partners courses....
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What do you mean? As in project groups? like a project team?
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Communication, Organization, and Attitude...
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You can network them together and use them at the same time.
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Learning other people's jobs.
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Maybe you could say something to the extent of "Part of everyone's job is to work together for a common goal, in order to acheive this goal, we must have efective communication skills with our coworkers.  While it is great to get our work done, it is just as important to work with the other members of your team."\n\nI don't know if that answers your question, but I hope it helps!
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Delegation, Leadership, and Break-downs.\n\nDelegation - Work often does not go to all team members.  Some members may be underutilized.  Some work may go to the wrong members.  Sometimes one member may take on a project solo or with a smaller sub-team when more hands are needed.  \n\nLeadership - Classic problem is "too many chiefs, not enough Indians."  A leader needs to be picked.  Those designated as "team members" should not undermine the leader by trying to lead or disobeying orders. One leader should run the team.  If the team is large, then sub-leaders may be chosen.\n\nBreak-down - Someone didn't do their job.  Someone didn't show up.  Someone isn't communicating.  Lack of following through should be dealt with as soon as possible.  Remove team members that distract and detract from the job.  Make sure that substitutes are assigned if someone is ill or unreliable.
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team working & hard working
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BU MUTUAL UNDERSTANDING AND NEGOTIATION
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Residents get geared up when their problem solving switch gets flipped. Promote a cooperative exchange by bringing them in the unit and showing them the present procedures, enlist their help (hehe) by soliciting comments on possible improvements, or benefits gained by following current procedure.\nThat way they have a clearer perception of why you do what you do. (yea). And your department can benefit from the input too.
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Organizational Development
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Hi Ricardo,\n\nI think you need to look at the centralisation of the management structure and production processes.\n\nReduction in overheads.\n\nPossibly more effective inter-departmental lines of communication.\n\nEasier customer/supplier liason.\n\nPossible reduction in staff liabilities. (wages etc.)\n\nJust a few ideas to get you going. \nHope your studies are progressing well.\n\nGood luck
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InContext Enterprises - Publications\nApprenticing with the Customer: A Collaborative\nApproach to Requirements Definition\nA new computer system changes how its customers work. Designing such a system requires intimate knowledge of customers' work and motives to ensure that the system supports them well. The creation of a new system implicitly means designing the new work practice it will support.\nBecause system design is so intimately involved with how people work, designers need better approaches to gathering customer requirements. The current interest in articipatory design, ethnographic techniques, and field research techniques grows out of the recognition that traditional\ninterviewing and surveying techniques are not adequate to design today's applications. These new approaches seek to improve requirements definition by creating new  relationships between designers and customers. [I]\nIt is the relationship between designers and customers which determines how well the design team understands the customer problem. This includes not only the overall relationship between design team and customer community, but the individual, minute-by-minute process by which a single designer works with a single customer to understand their work. It is by understanding each person in\nthe context of their work that the team comes to understand the whole work problem. [ii] Through face-to-face interaction, customers and designers define together what the proposed system must address, and what patterns of work the system must account for. What is the character of the\ninteraction which allows this collaboration to occur? How do we help members of engineering teams create this relationship with their customer? For nine years, we have brought design teams to the field to gather customer data for their own InContext Enterprises - Publications\ndesign problems. The design teams have been made up of engineers, marketing professionals, writers, managers and the other people commonly found on engineering projects. The teams have used Contextual Inquiry, our field requirements gathering technique, to get the detailed perspective on the customer that they need. We have not found it necessary to have experts in field research on the team (in contrast to others [iii]). We have been able to evoke the appropriate behavior in team members by giving them a model of relationship which they can act out of with no more than a day of training. A familiar model of\nrelationship suggests roles, attitudes and behaviors which people can act out of naturally. It allows a designer to get reasonably good data on their first interviews, and to continue to improve their skills with practice. In this paper we describe the relationship we create through Contextual Inquiry. We show how to tailor the relationship so that it fits the needs of design, and describe how the interaction between a designer and customer works in practice. Finally, we suggest ways that a closer relationship between designer and customer supports a larger collaborative relationship between the design team and the community they support. (Here we focus on creating the right relationship between designer and customer. A specialist in field research would also provide knowledge of work and social structure. We discuss how to make this perspective available to design teams elsewhere. [iv])