Cross-functional teams are capable of quickly testing hypotheses and adapting to changes in the market. They are the primary block of an Agile organization. Unfortunately, the load on different specializations and skills within the team is uneven due to the unexpected nature of the upcoming work in a complex environment. Scrum Masters and management, when faced with failures in their initiatives related to multifunctional learning, conclude that people do not want to learn. But they forget that people’s behavior is a product of the system. People are glad to learn when organizational design supports multifunctional development.