Reference no: EM132654953

Case study: Destroying Silos 

It is odd to think of an organization competing internally with itself, but silos can create that scenario. A silo is an organizational division or unit that is very cohesive but does not work well with other units. For instance, the marketing department doesn't work well with the sales department; the two may even engage in turf wars that undermine the organization's success. Thus, silos pull people apart rather than bringing them together.

Without common objectives, silos are a natural outcome, says management consultant Pat Lencioni in Silos, Politics and Turf Wars. Silos can be destroyed by creating a common bond that unites different units. Members of different departments have to understand how their activities impact one another and how they are all working toward the same goals. If leaders clearly establish these objectives and everyone understands them, the organization's units should fit together even in the midst of specialization and healthy competition.

Some managers encourage silos with a "divide and conquer" mentality, pitting one person or unit against another. In some cases managers will respond positively if an employee points out that this approach is causing disharmony and hampering productivity. The best way for individuals to deal with a manager who simply cannot foster unity is to everything that they can in their own units to establish cohesion. The more employees succeed in their own unit, the more their efforts will spread to others.

Lencioni believes the key to success in today's organizations is teamwork, not isolation and unhealthy competition bred by silos. Managers can break down silos by creating an open environment in which workers trust each other and feel free to engage in debate without taking it personally. Such an environment requires courage and honesty from leaders and a willingness to listen to others and accept criticism. Lencioni believes that humility and vulnerability, which cannot be faked, are powerful traits in a leader. What seems to be missing in many organizations is the simple rallying cry that employees can identify with.

 Q) How can managers break down silos in organizations? What are some of the keys to successful teamwork? Explain with good examples.