"Why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risk and opportunities that are subsequently blindingly obvious? Why, as Daniel Kahneman, the psychologist put it, are we sometimes so 'blind to our own blindness?'"
- The Silo Effect, page ix
"…while the world is increasingly interlinked as a system, our lives remain fragmented… Many large organizations are divided, and then subdivided into numerous different departments, which often fail to talk to each other—let alone collaborate. People often live in separate mental and social ‘ghettos,’ talking and coexisting only with people like us."- The Silo Effect, page 13
Despite the broad phenomenon of globalization, and the actual interdependence of systems and institutions, our day to day lives are lived, very often, in tiny silos. The word silo comes from the Greek for “corn pit”—and is still used to describe the towers that store grain. The contemporary usage of the term began in the military—to describe the chambers that stored guided missiles. Eventually, it was adopted by the management world—and is used to describe structures such as departments or units of an organization as well as mindsets—often associated with tunnel vision and tribalism.
Specialization and expertise are required in a complex world—and we are comfortable in our tribes. However, when siloed ways of thinking are all we have, then we don’t see the possibilities that arise from interconnections. The results can be catastrophic—the senior leaders of UBS genuinely did not know that they were losing billions of dollars because the activities that contributed to the meltdown were happening outside of their view and in a very narrow silo. Sony ceded its place at the top of the electronics industry when it produced multiple (mediocre) digital music recorders, using different technologies. A company founded on the premise of innovation had grown large and fragmented, leaving the opening for the iPod that soon followed—the product of a company that worked hard to create collaboration and avoid silos.
Examples are plentiful—and combatting the destructive effects of silos requires a great deal of intention. When we are intentional and do transcend our silos, the possibilities for innovation and new ways of thinking emerge.
"…breaking down silos can spark innovation in unexpected ways. If people are willing to take risks by crossing boundaries in their own personal lives, this can deliver unexpected benefits."- The Silo Effect, page 143
One of my favorite stories in Tett’s book is about Brett Goldstein, who left his role as operations manager at Open Table to join the Chicago police department. While a highly unlikely move (so much so that his fellow officers suspected him of being a Fed plant) he contemplated the possibilities of using his experience in the Internet start-up world to improve the system by which policing happens.
After a grueling training and serving as a street cop, he found his way into designing a system by which potential murders were actually anticipated and prevented. It was only because he was able to connect the dots from what he knew about the streets and what he was able to do as a tech geek that this innovation was possible. While you’ll need to read the book to find out the challenges his innovation faced—the idea of seeing possibilities because of our own capacity to shift our boundaries and rethink how we see the world is inspiring and accessible to all of us.
"...the crucial point about Cleveland Clinic…was that it showed the value of thinking about classification systems. When people…were encouraged to reimagine the world—say, by looking at the world from the perspective of consumers, not producers—they could often become more innovative and effective."- The Silo Effect, page 217
We are born classifiers. Through the act of classification we create meaning. In example after example, however, we see that our classification systems can limit our thinking and limit innovation. While every story in this book relates in some way to our propensity towards classification and the value in rethinking the categories we create, none is more powerful than the story of the Cleveland Clinic.
Here, an entire hospital was reorganized around the patient’s view of the world, disrupting the status of surgeons vs. non-surgical doctors, nurses vs. doctors, etc., in an effort to provide care around the true needs of the patient. For example, a Urological and Kidney institute brought together all caregivers who work on that specific body system together—changing the perspective on the patient and the possibilities for patient care. The result was a more humane and people-centered institution—built on an already progressive foundation.
Classification systems exist in institutions—and in our own minds. Where can we reframe and rethink the classifications that we take for granted?
By now I’m sure you’ve realized just how much I enjoyed reading Gillian Tett’s book. Great stories, great lessons, great writing. And, while I’ve read more overtly actionable books, this one keeps coming to mind as I work with organizations and see possibilities for thinking differently about what we can do by shifting our understanding of boundaries and classifications.
Gillian Tett oversees global coverage of the financial markets for the Financial Times, the world’s leading newspaper covering finance and business. In 2007 she was awarded the Wincott prize, the premier British award for financial journalism, for her capital-markets coverage. In 2008, she was named British Business Journalist of the Year. She previously served as the newspaper’s deputy head of the Lex column (an agenda-setting column on business and financial topics), Tokyo bureau chief, economic correspondent, and foreign correspondent. She speaks regularly at conferences around the world on finance and global markets. She has a PhD in social anthropology from Cambridge University. In 2003, she published a book on Japan’s banking crisis, Saving the Sun: How Wall Street Mavericks Shook Up Japan’s Financial World and Made Billions.