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Book: Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors
Quotes of Book: Silos, Politics and Turf Wars:
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  1. Patrick Lencioni _ Silos, Politics and Turf Wars:

    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.
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  2. Patrick Lencioni _ Silos, Politics and Turf Wars:

    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
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  3. Patrick Lencioni _ Silos, Politics and Turf Wars:

    Why matrix organizational structures became so popular I'm not really sure. There is certainly an element of flexibility and collaboration suggested by them, but in reality they are forums for confusion and conflict. They have certainly not contributed to the breakdown of silos; they've merely added an element of schizophrenia and cognitive dissonance for employees who are unlucky enough to report into two different silos."
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