Organizational structures that allow divisions and departments to own their turf and people with long tenure to take root creates the same hardened group distinctions as Congressional redistricting to produce homogeneous voting blocs - all of which makes it easier to resist compromise, let alone collaboration.
Interpretation
Rigid organizational structures can hinder collaboration and compromise.
This quote highlights how organizational structures that promote division and long-standing allegiances can lead to entrenched group identities, similar to how political districts may create homogeneous voting blocs. Such environments can stifle collaboration and compromise, making it difficult for diverse ideas and solutions to emerge.
In practice
In a corporate workshop on teamwork, this quote can illustrate the challenges posed by siloed departments.
Tribalism reflects strong ethnic or cultural identities that separate members of one group from another, making them loyal to people like them and suspicious of outsiders, which undermines efforts to forge common cause across groups.
The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
The boomers' biggest impact will be on eliminating the term 'retirement' and inventing a new stage of life... the new career arc.
The middle of every successful project looks like a disaster.
I've found that small wins, small projects, small differences often make huge differences.
Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
If people work for me over the years, I expect them to be paid what they're owed, but I don't expect them to be paid more than they earn.
Over the years I have become convinced that we learn best - and change - from hearing stories that strike a chord within us ... Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.
There must be, not a balance of power, but a community of power; not organized rivalries, but an organized peace.
When I got to the Mavericks people were all giving me advice - change this, change that - and one thing that I didn't do was fire anybody.
I'm interested in listening to the people who walk in the door. If your ego and your accomplishments stop you from listening, then they've taught you nothing.
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