Silo working – the tendency to work independently, sometimes to the detriment of the wider organisation – is a topic that frequently hits the headlines. The term has become shorthand for dysfunctional processes within businesses, and, in recent years, several high-profile companies have blamed management failures on a lack of a coordination between their various departments. Yet, as David Ian Willcock shows, we all operate in silos. We all bring different skills and attitudes to work, and these qualities are often the source of our professional expertise. For me, the question is one of balance: how can we preserve our unique contribution and still achieve greater collaboration within and between organisations?
Collaborating for Results tackles this issue by drawing on Willcock’s 3-year research into silo working, together with his years as a Master Executive Coach and specialist consultant. The book blends individual and organisational psychology with personal experience, and, although much of it is written in the first person, the text is well-argued and well-referenced to make it of interest to both business and academic readers.
The book concentrates on silo working at individual, team and organisational levels. In the opening section, Willcock builds his argument from first principles by considering the elements which contribute to an individual’s psychological makeup. This includes a detailed discussion of factors such as type theory, traits, values and the defensive behaviours which can create tension between individuals. Next, a useful framework for reviewing key business relationships is introduced. This is based on the observation that productive environments balance the task, process and relationship elements of work, and that high support, high challenge situations are generally the most productive.
The remainder of the book focusses on the relationship elements of the model. In the concluding chapters of Section 1, Willcock outlines techniques to improve personal interactions by analysing and adapting individual behaviour, usually with the support of a coach or trusted leader. The areas discussed include seeking feedback, watching for signs of too much control, increasing self-confidence and being aware of defensive patterns of behaviour. Finally, Willcock advocates the development of a “personal operating framework” to guide the way that individuals manage stakeholder relationships. The roles of the leader and coach/facilitator are also outlined.
Section 2 concentrates on silo working in teams. First, the dynamics and psychology of working groups are discussed, including issues of identity, boundaries, team development and reactions to change. This develops into a discussion of the obstacles to high-quality relationships, and includes helpful diagnostic caricatures of typical dysfunctional groups. The properties of an idealised “open team” are then presented. Following the pattern established in Section 1, this section concludes with chapters which provide a review framework and offer suggestions for coaches and leaders who wish to introduce these principles into their teams.
The final part of the book considers ideas at an organisational level. As such, these strategies are most relevant to senior leaders. Topics include the implications of the open team concept for organisational development, making relationship management a strategic priority, the role of values and HR practices and a brief discussion on managing change in difficult circumstances.
Although Collaborating for Results is a practically oriented book, it is also a detailed work which requires careful study. Just as human relationships are infinitely complex, so there is no “one-size-fits-all” solution to the issue of silo working. Instead, the book is strong at presenting a range of psychologically based ideas to diagnose limiting behaviour, and it presents options for the creation of healthier, collaborative environments. The way in which these ideas are implemented will depend not only on the organisation, but also on the coaches and leaders responsible for the change. Such people will find that Collaborating for Results provides excellent food.
The review was originally published in Industrial and Commercial Training, Vol. 46 No. 2, pp. 108-109
