In 2005 for the Village of Bayside, the problem of organizational silos was beginning to show its negative effects.  Each department, and mostly, each individual, operated in their own silo.  As some change began to take place, a new form of silo developed- one that is referred to as a “functional silo.”  Functional silos often exist with teams that work together for a common goal or project (e.g. new park playground).  These teams work very hard to achieve their overall outcome, but may lack in their ability to include outside interests, and seeing how the project will serve for the betterment of the entire agency.  In Bayside, this was becoming the norm, with department heads creating and solving problems without taking feedback or consideration into account.  While these functional silos may have seemed to solve the pending issues, they sprouted underlying consequences, including the dilapidation of trust within the organization.  Trust, at its very core is the thing that makes individuals, teams, and organization run.  Department heads began to distrust other department heads, which lead to the pitting of full departments (DPW & PD) on issues that would affect the citizen base.