The Silo Effect

Ever since civilised society began, we have felt the need to classify, categorise and specialise. It can make things more efficient, and help give the leaders of any organisation a sense of confidence that they have the right people focusing on the right tasks. But it can also be catastrophic, leading to tunnel vision and tribalism. Most importantly it can create a structural fog, with the full picture of where an organisation is heading hidden from view. It is incredibly widespread: the chances are these 'silos' are rife in any organisation or profession, whether your business, or your local school or hospital. Across industries and cultures, as this brilliant and penetrating book shows, silos have the power to collapse companies and destabilise financial markets, yet they still dominate the workplace. They blind and confuse us, often making modern institutions act in risky, silly and damaging ways. Gillian Tett has spent years covering financial markets and business, but she's also a trained anthropologist, having completed a doctorate at Cambridge University and conducted field work in Tibet and Tajikistan. She's no stranger to questioning the assumptions and practices of a culture. Those in question - financial trading desks, urban police forces, surgical teams within medical clinics, software debuggers and consumer product engineers - have practices and rituals as ordered and intricate as those of any far-flung tribe. In The Silo Effect , she uses an anthropological lens to explore how individuals, teams and whole organisations often work in silos of thought, process and product. With examples drawn from a range of fascinating areas - the New York Fire Department and Facebook to the Bank of England and Sony - these narratives illustrate not just how foolishly people can behave when they are mastered by silos but also how the brightest institutions and individuals can master them. The Silo Effect is a sharp, visionary and inspiring work with the insight, prescriptions and power to remove our organisational blinders and transform the way we think for the better.

Ever since civilised society began, we have felt the need to classify, categorise and specialise. It can make things more efficient, and help give the leaders of any organisation a sense of confidence that they have the right people focusing on the right tasks. But it can also be catastrophic, leading to tunnel vision and tribalism. Most importantly it can create a structural fog, with the full picture of where an organisation is heading hidden from view. It is incredibly widespread: the chances are these 'silos' are rife in any organisation or profession, whether your business, or your local school or hospital. Across industries and cultures, as this brilliant and penetrating book shows, silos have the power to collapse companies and destabilise financial markets, yet they still dominate the workplace. They blind and confuse us, often making modern institutions act in risky, silly and damaging ways. Gillian Tett has spent years covering financial markets and business, but she's also a trained anthropologist, having completed a doctorate at Cambridge University and conducted field work in Tibet and Tajikistan. She's no stranger to questioning the assumptions and practices of a culture. Those in question - financial trading desks, urban police forces, surgical teams within medical clinics, software debuggers and consumer product engineers - have practices and rituals as ordered and intricate as those of any far-flung tribe. In The Silo Effect , she uses an anthropological lens to explore how individuals, teams and whole organisations often work in silos of thought, process and product. With examples drawn from a range of fascinating areas - the New York Fire Department and Facebook to the Bank of England and Sony - these narratives illustrate not just how foolishly people can behave when they are mastered by silos but also how the brightest institutions and individuals can master them. The Silo Effect is a sharp, visionary and inspiring work with the insight, prescriptions and power to remove our organisational blinders and transform the way we think for the better.

Award-winning journalist Gillian Tett "applies her anthropologist's lens to the problem of why so many organizations still suffer from a failure to communicate. It's a profound idea, richly analyzed" ( The Wall Street Journal ), about how our tendency to create functional departments--silos--hinders our work. The Silo Effect asks a basic question: why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risks and opportunities that later seem blindingly obvious? Why, as Daniel Kahnemann, the psychologist put it, are we sometimes so "blind to our own blindness"? Gillian Tett, "a first-rate journalist and a good storyteller" ( The New York Times ), answers these questions by plumbing her background as an anthropologist and her experience reporting on the financial crisis in 2008. In The Silo Effect , she shares eight different tales of the silo syndrome, spanning Bloomberg's City Hall in New York, the Bank of England in London, Cleveland Clinic hospital in Ohio, UBS bank in Switzerland, Facebook in San Francisco, Sony in Tokyo, the BlueMountain hedge fund, and the Chicago police. Some of these narratives illustrate how foolishly people can behave when they are mastered by silos. Others, however, show how institutions and individuals can master their silos instead. "Highly intelligent, enjoyable, and enlivened by a string of vivid case studies.... The Silo Effect is also genuinely important, because Tett's prescription for curing the pathological silo-isation of business and government is refreshingly unorthodox and, in my view, convincing" ( Financial Times ). This is "an enjoyable call to action for better integration within organizations" ( Publishers Weekly ).

Award-winning journalist Gillian Tett "applies her anthropologist's lens to the problem of why so many organizations still suffer from a failure to communicate. It's a profound idea, richly analyzed" ( The Wall Street Journal ), about how our tendency to create functional departments--silos--hinders our work. The Silo Effect asks a basic question: why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risks and opportunities that later seem blindingly obvious? Why, as Daniel Kahnemann, the psychologist put it, are we sometimes so "blind to our own blindness"? Gillian Tett, "a first-rate journalist and a good storyteller" ( The New York Times ), answers these questions by plumbing her background as an anthropologist and her experience reporting on the financial crisis in 2008. In The Silo Effect , she shares eight different tales of the silo syndrome, spanning Bloomberg's City Hall in New York, the Bank of England in London, Cleveland Clinic hospital in Ohio, UBS bank in Switzerland, Facebook in San Francisco, Sony in Tokyo, the BlueMountain hedge fund, and the Chicago police. Some of these narratives illustrate how foolishly people can behave when they are mastered by silos. Others, however, show how institutions and individuals can master their silos instead. "Highly intelligent, enjoyable, and enlivened by a string of vivid case studies.... The Silo Effect is also genuinely important, because Tett's prescription for curing the pathological silo-isation of business and government is refreshingly unorthodox and, in my view, convincing" ( Financial Times ). This is "an enjoyable call to action for better integration within organizations" ( Publishers Weekly ).