The Enemy Within Your Organization:

Recognizing the Dark Side of Tribalism

One of the current buzzwords in academic and corporate circles is “tribe.”  Traditionally, this word conjures up images of small, pre-technological societies foraging for food. In today’s parlance, however, the term can also refer to any group of individuals in a business, cultural, geographical, or institutional setting who are bound together by common interests, backgrounds, and/or viewpoints.  

Tribes can do a lot of good, both for their members and for society at large. They enable people with similar passions to pool their talents and resources. They create a sense of camaraderie. They inspire charitable deeds and social reform.

When a community joins together after a natural disaster, that's an example of tribalism. When a nation unites after an attack on its citizens, that's also an example of tribalism.

Tribalism has a dark side, though, one that emerges whenever its "us/them" mindset goes to an extreme.  Everyone enjoys feeling patriotic or standing up for cherished beliefs. Take these tendencies too far, however, and the results can include paranoia, bigotry, and violence, sometimes on a massive scale. 9/11, the Inquisition, and the Holocaust are examples of tribalistic thinking run amok.

Many times, tribalism's harmful influences are less overt but still troubling. Common examples include:

• Managers who elevate their department's good over that of the organization.
• Sloppy internal structures that cause communication gaps, senseless redundancy, or self-sabotage.
• An oppressive environment in which workers refuse to discuss problems plaguing the company, lest others see them as disloyal.

Tribalism was one of the chief problems that retired Ford CEO Alan Mulally faced when taking the reins of the giant automaker.  The bestselling book American Icon describes how Mulally shattered the barriers between Ford's competing tribes and inspired his people to work together. His actions included:

• Commending managers who had the courage to admit and address the shortcomings in their departments.
• Reorganizing the company to eliminate inefficiencies and enhance communication.
• Leading by example to foster a positive corporate culture.

Correcting the negative effects of tribalism requires a mix of diplomacy, insight, and perseverance. The effort takes time and can cause short-term tension or even confrontation. But the payoff includes higher morale, greater productivity. and an optimized working environment, making the investment more than worthwhile.

Why your Tribe may be Hazardous to your Health