Silo-thinking: even if unfamiliar with the term, you are likely familiar with its effects. That’s because the root of silo-thinking is differentiation and distinction. And this has consequences – conscious and unconscious.
You define any activity, role or responsibility according to predefined criteria, which may be shaped by the person, their applied skills and training or the way in which they create, use or adapt a system to carry out their assigned tasks. This is all well and good; only all too often we tend to identify ourselves by our roles and what we do. Even Aristotle (384-322 BCE) recognised this, as he is reputed to have said, “We are what we repeatedly do.” As result we, personally or collectively, tend to become:
- Protective and – clinging to the adage that “knowledge is power” – erect barriers to ensure that we maximise the perceived value of what we offer, and thereby our status; and/or
- Self-absorbed or unduly focused and single-minded, and thus uncooperative.
Collectively this may be at the individual business unit, functional or even divisional business unit rather than at the enterprise level. But when it occurs at the collective level – and is recognised – it is identified it as ‘silo-thinking.’ That’s when you start to take steps to remedy it. Unfortunately, even when you do, you may not realise how pervasive and pernicious it is.