![]() Effective exchange is the glue that merges dysfunctional silos into functional communities of work. Organizing around a difference that makes a difference can dissolve a silo when nothing else can. We use a simple tool-Same and Different-to analyze what differences separate one silo from another and decide which similarities will bridge and which differences will empower adaptive action for the part and the whole. The successful organization design will establish and support differences that make a difference, and ignore or work around differences that are not critical to the work. ![]() Differentiation is critical, but too much separation is deadly. On the other hand, even if the role of the generalist might make us quite nimble, it isn’t always an efficient or effective solution. We need flexible and adaptable people and processes to meet the needs of complex environments and customer requirements. Good work, of almost all kinds, requires integrated knowledge and cooperative effort. In response, our organizations generated silos to reinforce differences and ensure high quality, accountability and speed of delivery. Deep expertise in specific areas was the key to technical development and reliable delivery. In the mid-twentieth century, our best work required isolation and specialization. Focusing on the work can dissolve a silo when nothing else can.įind the difference that makes a difference, and ignore the rest. When individuals and groups recognize that real work requires real collaboration, they rise to the challenge and reach across the organization to give or get what they need. Work, real work, has the power to cross over from one silo to another. ![]() It may be counter intuitive, but people who talk about silos, focus on differences across the organization and wave the silo-busting flag reinforce the existence of the boundaries they want to bridge. The more you focus on a structure, the stronger that structure becomes in the hearts and minds and processes of an organization. The simple act of asking a question dissolves the silo when nothing else can. Open inquiry primes the communication pump. A smooth flow of information and resources always begins with a question. Questions, on the other hand, work wonders. One-way communications look like powerful silo busters, but they have the opposite effect. Field staff make a demand, and HQ resists. HQ gives a command, and field staff resist. Anyone who has worked in an environment of shared services and field delivery knows how this works. When communication between silos consists of orders and commands, the walls get stronger over time. Use inquiry to build pathways for change. The simple act of reaching out dissolves the silo when nothing else can. They cross the boundaries naturally to access whatever they need to do their jobs. When silo breaking begins from within, specialists in one function reach out to others. Until all staff see the same vision and speak the same language-at least to some degree-silos will continue to focus internally and avoid interactions with other groups they don’t value, understand or control. Until marketing sees interdependency with information systems, the divide is insurmountable. Until R&D recognizes the need to engage communications, nothing will change. The only effective silo-busting action must come from within each of the siloed groups. None of that will have any sustainable effect. I can talk about them, encourage communication, provide training, create occasions for conversation and collaboration. I am helpless when I stand as an executive and observe silos in the organization I lead. I call them five rules for silo busting.īreak silos from the inside out. Over the past couple of months, I’ve been watching what we do to break through these troublesome silos, and I’d like to share with you what I’ve seen. Even our small, committed, HSD-intelligent staff has problems with getting information across functional boundaries quickly and clearly. She holds a Bachelor of Arts in history and a Master of Public Administration from a Florida public university.Every organization I know has silo problems. Her favorite audiences to write for are small-business owners and job searchers. Harvard Business Review Blog Network: The First Two Steps Toward Breaking Down Silos in Your OrganizationĪudra Bianca has been writing professionally since 2007, with her work covering a variety of subjects and appearing on various websites.Associations Now: Break Out of the Silo Mentality.Guide to Organisation Design: Creating High-Performing and Adaptable Enterprises Naomi Stanford.Organic Organizational.Īdvantage & Disadvantage of Organizational.
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