I am beginning to wonder if people are unavoidably tribal?
In spite of our big brains, incredible technology, massive quantities of literature, and bazillions of hours spent in learning, and training and development environments, we often behave in a mindset of I’m great … and you’re not.
Caution! Approaching tribe!
According to David Rock’s SCARF model, our primitive brain values status, certainty, autonomy, relatedness and fairness above all else. When any of these five states is threatened, we retreat to defensive and protective postures.
In the workplace, this occurs with distressing frequency.
David Logan, author of Tribal Leadership, says we live in and operate within tribes. We may be a member of many tribes, but inherently organize in a tribal fashion. Logan says there are 5 levels of tribes and each level behaves and performs very differently. Tribes at the lowest level are often a destructive form of tribalism as their mindset is that ‘life sucks’. Tribes at level 4 are hugely productive and innovative with a ‘we’re great mindset’ and at level 5, can be history making with a ‘life is great’ mindset. Management structures in most organizations are at level 3 which operates in an ‘I’m great, you’re not’ frame.
The level 3 type of mindset shows up many ways in an organizations. A facilities group treats all inquiries by a development group as spurious because they know their business better. Marketing is sure that sales has sandbagged their numbers (because they know better). Executive Directors bristle under the direction of boards as it challenges their autonomy (their ‘greatness’). Mid-level managers never get over their outrage of not being consulted (because they’re great), trampling their sense of relatedness. It goes on and on.
If you’re not part of the tribe you can’t be trusted.
As facilitators, we are often called into the ‘spaces between tribes’. The places where suspicion and misunderstanding have the potential to flourish, have already taken root or have left their legacy. In short, between the level 3 and lower tribes.
We are asked to engage in consultations to pre-emptively ward of the ‘you didn’t ask me’ conflict; we are asked to lead conversations because groups are polarized and don’t know how to resolve their conflict; or we are asked to address unresolved conflict and figure out how to go forward.
Today’s problems are complex and our cultural landscape is more diverse than ever. Is there anytime in history where we have been more cross-culturally and globally connected than now? It simply isn’t viable to consider just one tribe, when we make decisions.
Tackling complex problems requires the wisdom of many. The participative environments familiar to younger workers are going to be essential for harnessing diversity and channeling it towards problem solving. I believe that newer generations of workforces are ‘wired’ for collaboration having spent their entire educational experience in a collaborative space. Leaders who fail to tap into this energy will find their organizations left behind.
Low level tribal leadership can not handle complexity.
The level 3 and lower tribal leader are notable for what they do not do. Level 3 and lower leaders do not build relationships between tribes, leaving their organizations vulnerable to the challenges of complexity. Level 3 and lower can become preoccupied with protecting turf, elevating themselves or undermining others.
The functional leader who defends his boundaries rather than forging bridges with other functions reduces his organization’s capacity for problem solving. The back room decision makers will struggle to enrol a collaboratively minded workforce.
A facilitator closes the space between tribes.
The facilitator approach to addressing this tension is about making sure that the intentions of approaching tribes are transparent; that all points of view are on the table and that tribes are actively listening to each other.
Ultimately, a facilitator helps build relationships across tribes, between tribes and within tribes. This approach ensures that the expertise in the room is acknowledged and leveraged; that diversity of perspective is harnessed and that everyone is heard. In this manner, larger challenges can be tackled.
Most importantly, however, facilitator lead approaches can teach tribes how to how to incorporate a facilitative style in order to move up the scale of tribal behaviour in the organization, on an ongoing basis.
Talk to a facilitator about closing the space between your tribes.