Michael Morris, a professor at Columbia Business School, sheds light on the often misunderstood concept of tribalism. He discusses how tribal instincts can actually enhance workplace culture by fostering trust and connections. Morris delves into three key instincts—peer, hero, and ancestor—and their influence on leadership and social structures. He also offers strategies for managers to cultivate a collaborative environment and navigate the complexities of changing organizational culture, emphasizing the power of cultural heroes in shaping dynamics.
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Quick takeaways
Tribal instincts, rooted in human nature, can foster trust and collaboration, enhancing workplace culture and productivity.
Leaders can leverage cultural psychology to navigate and shape organizational dynamics through a blend of top-down and bottom-up approaches.
Deep dives
Understanding Tribalism in Culture
Tribalism is a deeply ingrained aspect of human nature that originates from our evolutionary history. It encompasses the need for belonging to larger communities characterized by shared ideas, traditions, and routines, which fosters trust and collaboration among members. While often linked to conflicts and divisions in society, tribal instincts actually promote solidarity rather than hostility, providing a framework for individuals to connect and work collectively. Recognizing the positive aspects of tribalism can help leaders leverage these instincts to cultivate a more cohesive and productive organizational culture.
The Three Tribal Instincts
The podcast discusses three key tribal instincts: the peer instinct, the hero instinct, and the ancestor instinct, each shaping social organization and culture. The peer instinct enables collaborative efforts, as seen in coordinated hunting practices, fostering collective actions that benefit the group. The hero instinct emerges from the need for individuals to contribute exemplary efforts, which enhances motivation and status within the community. Finally, the ancestor instinct emphasizes learning from past generations, allowing organizations to retain valuable knowledge and techniques even through periods of change.
Navigating Organizational Culture Change
Leaders can effectively influence organizational culture by recognizing its dynamic and evolving nature rather than viewing it as static. Cultural change often requires a two-part process: a top-down approach for breaking old habits and a bottom-up approach for reintegrating new practices. By understanding cultural cues and creating spaces that encourage specific tribal identities, managers can facilitate a more engaged and aligned workforce. Additionally, addressing the role of tribalism in team dynamics offers leaders opportunities to orchestrate positive team expression while mitigating divisive outcomes.
We live in a world that seems more divisive and polarized than ever, and it’s common to describe this phenomenon as tribalism. But Michael Morris, professor at Columbia Business School, says that term is often misunderstood and that tribal instincts can in fact be very positive influences in society and at work. He uses the lens of cultural psychology to explain the deep-seated instincts behind the human need to join and identify as a group. And he breaks down how team managers and organizational leaders can leverage tribal instincts in positive ways strengthen workplace culture. Morris is the author of the new book Tribal: How the Cultural Instincts That Divide Us Can Help Bring Us Together.
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