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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 12:27
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(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not. Higher interdepartmental communication does not prove innovation.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time. Companies who use are irrelevant. we need the reason for innovative team.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience. This actually weakens showing multi department teams are not innovative.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings. Correct. This shows engagement is required.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department. This is already given, we need the reason.

Ans D
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 14:02
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A- Gives mild support. Not our answer.
B - Irrelevant.
C- Weaken
D- Strongest, and is our answer. Note, that you need to be innovative once you work with other teams and not just hear their briefings where u just sit and listen, consistent with what is written.
E- Good strengthen, but it doesnt help us as much as D helps us.
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 14:44
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A) NO -> Its just a fact, irrelevant.
B) NO -> it does strengthen but a weak one
C) NO -> Weakens
D) YES -> even if single department teams are explained other models, it's the relationships build + first hand learning from observation of multi-department models that enables cross-functional teams to innovate widely
E) NO -> irrelevant digress
Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 16:28
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option e is best as it clearly strengthens the conclusion by saying that team who have more exposure from different departments were more innovative then frm members of single depatment
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 17:43
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A:- Flawed, it confuses communication with observation
B:- Flawed, confuses the reason a company uses the team with the effectiveness of the team
C;:- it weakens the argument
D:- not relevant, failure of passive briefings does not mean active briefings don't work
E:- it correctly shows the cause- effect relationship mentioned in the argument, it is the answer.

Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 20:37
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The question stem explains that the teams whose members are from different departments (CF teams) are more innovative than teams whose members are from the same department (mono teams). The reason given for that is:
i. The CF team members gain experience in using mental models of departments other than their own. (eg a finance guy having access to a marketing team's mental model)
ii. At the same time, they can observe the members of those other departments using their own models (eg the finance guy can see a marketing person using the marketing model to better learn how to use the model)
iii. The other department's members can see the new department members using their models and offer course correction (eg marketing guy observes the finance guy using the marketing model and hence can offer any changes/course correction if needed in such usage)

Then it concludes that this relationship (mentioned in points ii and iii above), along with the tool access itself, is the reason for the higher innovation. Now the answer choices.

A. This statement tells a consequence/benefit of using CF teams. We have to strengthen the reasoning WHY cross-functional teams are more innovative. Out of scope.
B. Again out of scope. This statement just tells us which industries are more likely to use CF teams. Why they perform better cannot be gauged with this.
C. This is a weakener and goes against the reasoning of the consultant
E. This option, IMO, is close. It says the members have previously worked in different departments. That means they themselves had access the models and did not require any cross functional relations. It takes access to the models as the base or reason because of which the CF teams work better. We have to show that only having access is not sufficient; the relation between the members of different departments, through which the efficient usage can be learned, is the key reason. Moreover, the members WERE in different departments; now they might be in the same. So this might not be a CF team at all. For these reasons, I dropped this option.

D. Best out of the lot. It clearly says that even if people from a department are given access to the mental models of other teams, they did not perform very differently than those from the same department who did not have such access. This clearly shows that access or theoretical knowledge is not enough. The cross functional relation might be the key.
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 21:17
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first instinct was to find an answer which eliminates an alternate explanation.

A talking abt communication; doesn't matter
B kind of reverse relationship, it says which firms are more likely to use cross functional teams. It would have helped if it answered why those firms are more innovative (is it bcs of cross f teams)
C a weakener
D this proves that 'trainings' cannot bring about the same effect as the relationships in the cross f teams - ANS
E same person working in diff departments and having people working in diff departments together are 2 separate things
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 21:36
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According to the consultant, not only exposure to tool is improant but also relationship among colleagues from different departments will require for innovation more widely.

(A) It can support a specific term, and it can be true that communication becomes stronger, but it fails to show whether they use tools or it can improve their innovative ideas. Eliminate.
(B) Irrelevant because whether they work in a rapid technological industry is not a concern. The concern is whether they can innovate and whether there is any relationship among colleagues. Eliminate.
(C) Opposite of the consultant's argument. Weakener. Eliminate.
(D) Despite giving exposure to tools to the single department employees, there is less innovation, where a single department does not receive any mental models. It strengthens consultants argument because only mental models or problem-solving skill cannot make the cross-functional team great, they require substantial amount of observance and being ovserved by colleagues. Answer.
(E) Out of scope because there is no talk about history as if someone did better in past it may not true that he will do better now in the teamwork. Eliminate.

Answer (D)
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 22:13
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Conclusion: Cross functional project teams, those whose members are drawn for multiple departments are consistently more innovative than teams whose members all work in a single department.
This is a cause effect relationship

A - this doesn't strengthen the conclusion - out
B - this is a trap; this actually weakens the conclusion by reversing the cause effect - out
C - same as A - out
D - this strengthens the conclusion - D is saying that there is no other reason for this to be better than a single department - hold on
E - this is out of scope - this talks about individuals with diverse who worked in other departments rather than cross functional team

the correct answer here is D

thanks,
Swetha
Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 22:46
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cross functional project teams are consistently more innovative than teams whose members all work in a single department.
cross functional team members gain experience using broad range of mental modes and problem solving heuristics from outside their own department. they also have opportunities to observe and to be observed by colleagues with substantial expertise using those cognitive tools.

conclusion= its these relationship that equips the members of cross functional teams to innovate more widely.

A this compares the communication rate between two teams. but it has no impact on conclusion whatsoever, out.
B this talks about what industries use cross functional team but thats not the point here. out.
C if thats the case then it kinda weaken the argument, out.
D now here, single department team is given the same two tools but still fail to innovate. so it indirectly validate the claim mentioned in the argument that two mentioned relationships were the reason for cross functional teams to innovate more widely. keep.
E this talks about cross functional team being more innovative than single department but doesnt mention why its the case. and we already know this fact from the passage so not enough to strengthen the reasoning given in the passage, out.

choice D
Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 22:56
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Conclusion: It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

To strengthen the arguement, we nned to evaluate the answer choices based on consultant's reasoning & conclusion.

A - the statement explain about only occurance of communication, not about the result or innovation.
B - The statemnet tells about where the cross-functional teams are being used, not about what results they are giving or how innovative or effective they are.
C - It's a weakener. It contradicts consultant's agruement
D - It tells about the briefing of other departmental tools to a single department, not about the cross- functinal experience & it's effect.
E - It directly supports the consultant's claim that members wo have already worked in different department are more innovative than teams whose members worked in a single department.

Answer : E
Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 23:00
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I got D has the answer. If teams receiving briefings on other departments have the same innovation has other teams, the briefs were not helpful. The author is trying to say you need both the knowledge of different departments and first-hand experience with them to increase innovation. Since teams with only briefs were not more innovative, it shows that it is the combination of knowledge and experience that helps with innovation.

For A even though the teams communicate more, it doesn't show that they are necessarily more innovative because of the communication. It could be assumed that teams that communicate more would have better relationships which is part of the author's statement on innovation, but it doesn't directly say that so I believe D is a better answer.

B explains a reason why companies might have cross-functional teams but doesn't discuss their innovation to help strengthen the author's argument.

C would weaken the argument. It is basically saying that teams who experience, but not interdepartmental relationships perform as well as cross-functional teams which goes against the claim that the structure and relationships are important for innovation.

E might seem close to the right answer since it is talking about people who have worked in multiple departments being more innovative, but the argument is about cross-functional teams working together to gain insight and be innovative. Personal experience would help with innovation, but this statement does not strengthen the argument that cross-functional relationships increase innovation.
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 23:55
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Bunuel
Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools. It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.

 


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conclusion : cross functional teams are more innovative.
option a - talks about communication, not innovation. option b - stating an industry fact, not to do anything with conclusion. option c - opposite of the conclusion.
option d - even with knowledge from other depts, these teams were weak, this shows the necessity of cross functional teams. keep
option e - good but d is more direct
therefore, option D
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 23:58
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Consultant: Cross-functional project teams, those whose members are drawn from multiple departments, are consistently more innovative than teams whose members all work in a single department. Members of a cross-functional team gain firsthand experience using a broad range of mental models and problem-solving heuristics from outside their own department, while being afforded frequent opportunities to observe—and be observed by—colleagues with substantial expertise using those cognitive tools.

Conclusion: It is these relationships, along with the breadth of exposure to the tools themselves, that equips the members of cross-functional teams to innovate more widely.

Which of the following, if true, most strengthens the consultant’s argument?

(A) Companies that regularly use cross-functional teams for product development report higher rates of interdepartmental communication, on average, than similarly structured companies that do not.
The argument is concerned with capacity to innovate and not about interdepartmental communication which is a positive trait but may be higher since distances between teams of multiple departments are large and may have no advantages in capacity to innovate.
Incorrect

(B) Firms in industries characterized by rapid, frequently disruptive technological change are more likely to use cross-functional teams than are firms in industries that have evolved more gradually over time.
Firms in industries characterized by rapid, frequently disruptive technological change may require more capacity to innovate than traditional firms require. In line with argument's reasoning such firms are more likely to use cross-functional teams than the firms that have evolved more gradually over time and don't require innovation. This supports the reasoning by providing additional information but D is a better choice since it directly supports the conclusion.
Incorrect

(C) On metrics that gauge innovation, teams drawn from multiple departments generally do not outperform single-department teams with a comparable breadth of combined educational and work experience.
This actually weakens the argument by stating that on metrics that gauge innovation, cross-functional teams don't outperform single department teams.
Incorrect

(D) Teams drawn from a single department that are given regular briefings on problem-solving models and heuristics used in the employer’s other departments are no more innovative on average than teams from a single department that receive no such briefings.
This means that cross-functional teams with multiple opportunities to interact, obersve and be observed by colleagues of other department offer better chances to increase capacity to innovate rather than mere briefings about other department's problem solving models and heuristics. It is these relationships, along with breadth of tool themselves that equip members of cross-functional teams to innovate widely.
Correct

(E) Teams made up of members who have previously worked in more than one of the employer’s departments are significantly more innovative than teams whose members have only worked in one such department.
If the employees have worked in more than one of the employer's departments, then also they might not get frequent opportunities to observe and be observed by colleagues of other department, a condition which may facilitate their capacity to innovate using cognitive tools. The conclusion is about these relationships and breadth of cognitive tools that allow members of cross-functional teams to innovate widely.
Incorrect

IMO D
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Anchal02
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 14 Jul 2026, 23:58
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Eliminate the options.
B: its the unnecessary comparison
C: contradicts the argument
D: irrelevant fir regular briefings
E: same sentence as In conclusion
A: best cosiderable solution as it supports the arguement gives an extra support to it by example
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ajain31
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 15 Jul 2026, 01:12
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argument boils down to exposure to multiple departments ways of thinking leads to broader cognitive tools which leads to greater innovation

lets look at the options:
A cross functional teams communicate more does not show that this comms produces innovation - reject
B again this is does not support the argument as could reverese the cause and effect direction - reject
C weaken the argument by suggesting cross functional teams do no outperform comparable single department teams - reject
D shows briefings alone are insufficient but provides no direct evidence that cross functional experience increases innovation - reject
E provides evidence for the consultants propose mechanism, it connects multi department experience with greater innovation - keep
E
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 15 Jul 2026, 01:32
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Conclusion: Cross functional teams are more innovative than single department teams
Premise: as they have more exposure

(A) and (B) Irrelevant to the argument
(C) weakens conclusion
(D) weakens premise
(E) strengthens conclusion

(E) is the answer
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 15 Jul 2026, 01:52
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I solved it thinking of a real case being discussed in a business firm which employs project managers.
I looked at important claims discussed by consultant in explaining why are cross-functional teams better and divided into 2 things and both are said in the conclusion - last line of the stimulus:
- First hand experience using diverse tool/heuristics - breadth of the exposure means diverse experience they have
- observations by members and observation of members both - the relationship discussed

A) it sounds like too generic and also communication frequency is not discussed here so eliminate this
B) this point is fine but it does not address whether cross functional teams cause more innovation or not - it does not support consultant's argument
C) this option clearly weakens consultant's argument, if same department members have more diverse experience than cross functional then CF team does not outperform SD team
D) This discusses that even if they are briefed about the case the single department is at par in innovation with the people of SD with no such briefings that means briefing does not help them - telling about tools did not really help them to be more innovative. So in strengthen if we rule out a factor which could have weakened our argument then it is used as strengthener. - CORRECT
E) this option only supports the amount of diverse experience not the relationship part if D would not have been there I would have chosen this option.
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Ilanchezhiyan
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 15 Jul 2026, 02:05
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IMO , Option E, by POE. No other option seems to strengthen the author's argument.
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remdelectus
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GMAT Club World Cup 2026 (Day 7): Consultant: Cross-functional project 15 Jul 2026, 02:15
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A-Incorrect: this focuses on overall communication patterns which does not explain the internal team dynamics that directly causes a specific team to be more innovative.
B-incorrect: says which industries use cross functional teams. This does not explain why such teams are more innovative.
C- incorrect: shares that cross functional teams do not outperform comparable teams which weakens the arguments.
E-incorrect: focuses on the past employment history of individuals rather than the specific structural design and current relational dynamics of the cross-functional team
D-correct: This supports the consultants claim that the relational and collaborative aspects unique to cross-functional team are necessary to drive innovation.
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