![]() “In companies,” Logan and his co-authors write, “tribes decide whether the new leader is going to flourish or get taken out. They have the ability to render the latest corporate culture efforts from CEOs useless. Yet tribes are how work gets done in organizations. Importantly, tribes are not (necessarily) teams. (You can think of the test to identify whether someone is in your tribe as stopping to say “hello” and have a brief chat when you pass them on the street.) When the tribe approaches 150, a number that comes from Robin Dunbar’s research that was popularized in The Tipping Point, it naturally splits into two. Tribes consist of groups of people from 20-150. In their book, Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Dave Logan, John King, and Halee Fischer-Wright, call these small towns tribes. While the people in the towns are different, the roles are similar. Each small town is full of people from slackers to sherifs. Organizations are a collection of small towns wrapped into a bigger city. ![]() ![]() Have you ever wondered about internal organization dynamics and why some groups of people (who aren’t on the same team) are more successful than others? Why different “tribes” inside the organization seem to be at war with one another lowering performance in increasing politics? Why certain groups of people never seem to do anything? Or why its hard to move into the next level? Read on. ![]()
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December 2022
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