Which would seem to be a good thing — proposing a solution to a problem that people are hungry to solve — except that my view of silos might not be what some leaders expect to hear. That's because many executives I've worked with who struggle with silos are inclined to look down into their organizations and wonder, "Why don't those employees just learn to get along better with people in other departments? Don't they know we're all on the same team?" All too often this sets off a well-intentioned but ill-advised series of actions — training programs, memos, posters — designed to inspire people to work better together. But these initiatives only provoke cynicism among employees — who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can't do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another — that was the thrust of my book The Five Dysfunctions of a Team — even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another's trust and commitment to the team.) To tear

Este fenómeno consiste en que, en lugar de trabajar como una gran unidad para alcanzar un objetivo y mantener una cultura corporativa sana y uniforme, el personal se divide en silos separados y distintos.

Bir şirketin, çalışanlarıyla arasında kurduğu güven ilişkisinden daha değerli bir şey yoktur. İnsanlar yönetimin kazancı adilce paylaştırmadığına inanırsa şirketten soğurlar. Yönetime güvenmemeye başladıklarında ise şirketin geleceği tartışmalı hale gelir.

In the United States businessmen often do not trust their colleagues. If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.

Departments and groups within the team must break down silos, depend on each other and understand who depends on them.

When the leader lacks confidence, the followers lack commitment.

"My big problem with corporate structure is this bizarre sense of loyalty you're supposed to feel -- towards what is basically a virus. It grows or dies, like any virus. And you use it for your own selfish ends." - source

Нет ничего более ценного, чем доверие и уверенность в отношениях со служащими. Если люди считают, что руководство поступает несправедливо, они отчуждаются. А как только они перестают доверять руководству, на кону — будущее компании.

la investigación revela que los equipos funcionan mejor cuando los miembros saben claramente cuáles son sus propias responsabilidades pero no tienen certezas sobre la manera como pueden alcanzar las metas del equipo.

Though it always amazed her, Kathryn knew from past experience that the departure of even the most difficult employees provoked some degree of mourning and self-doubt among their peers.

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos — and the turf wars they enable — devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation — not to mention turnover — than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

How many people have been thus led, through lack of self-confidence, to stifle their most justified doubts?

In a hierarchy, every employee tends to rise to his level of incompetence.

in every organization everyone rises to the level at which they become paralyzed with fear.