Ebook The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers
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The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers
Ebook The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers
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Audible Audiobook
Listening Length: 10 hours and 6 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Simon & Schuster Audio
Audible.com Release Date: September 1, 2015
Whispersync for Voice: Ready
Language: English, English
ASIN: B014HVT73I
Amazon Best Sellers Rank:
rarely have I read a book as thought provoking as Gillian Tett, The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers.“Silo†is a buzzword for those of us who work in peacebuilding or just about any other public policy issue, the political versions of these agricultural structures are a constant and frustrating obstacle for those of us working for deep and lasting social change. Tett’s book is particularly useful for people like me because she deals with silos in three new, refreshing, and creative ways.First, silos are a problem everywhere, not just in government bureaucracy. In fact, Tett draws almost all of her examples from the private sector. Everywhere we look, companies are failing because they cannot or will not share information, ideas, and personnel across administrative lines. Whether you are worried about our failure to anticipate big events like 9/11 or the great recession we are now finally emerging from, rigid bureaucratic structures are an obstacle any organization has to overcome in a world in which rapid change is the only constant.Second, Tett is an anthropologist by training. As a result, it is all but natural for her to cover people like a startup mogul turned police officer or a dyslexic physician who view the world through unusual mental lenses. Although she doesn’t use the term, each of her “heroes†has an uncanny ability to view a previously vexing problem from a new perspective that is more in keeping with the network based world we live in rather than one in which hierarchical, top-down models worked well.Third, the book is filled with implications for readers who aren’t interested in big data, finance, pubic health, or the other examples she raises. Whatever your field, her conclusions about the fact that new ideas typically come from “left field†and are often introduced by outliers or what some public health experts call “positive deviants†applies to us all.In closing, it might seem ironic that a book about sweeping change was written by a journalist at the Financial Times. However, it says something about the nature of our times that calls for sweeping change comes from a journalist at a newspaper known for its support of the status quo (albeit one that was just sold). But it also says something that the FT hired and promoted a writer who is as comfortably talking about courting rituals in rural France in the 1950s as she is about high finance.
The way we classify the world never truly matches the reality of life as lived. This significant insight is too often ignored in our organizations, in our societies and the ways we approach problems. Silos plague our lives, and our inability to step outside of our cultural or organizational boxes, our mandates and rules, blocks innovative thinking and forward progress.In The Silo Effect, Gillian Tett provides us with real world examples of the role of organizational silos in triggering the global financial crisis. The book illustrates new opportunities for people and businesses who are able to think outside silos. The Silo Effect is a well-written reference for those willing to meet the real world changes in real time.
Very interesting stories of how companies created new communication structures to change their businesses, better serve customers, and transform the way they see their operations. The book is a little long-winded and some of the sections could be shorter. But it is filled with great information and really fascinating to read.My experience in business shows that this problem is an epidemic. And it is very difficult to create deep levels of communication and collaboration and still drive performance at a local level. Something we can all work on.
I read this book simultaneously with two other books, Team of Teams and Beyond Measures. One lingering message I gathered from this book and the other two is that this century is no way similar to the dogma and modes shaped the last century. The siliver linging is that survival and success would require new skills and techniques, often unprecedented. This gives the new generation opportunities to break through the social stratum. Equality for all mankind can be achieved as long as one strives to listen, observe and adapt as our ancestors had done.
This book is a good read and an excellent way to present the problem of silos and techniques to overcome them. There are so many nuggets in this book that it would benefit from a good index to problems and solution techniques. The theory section at the end could cite references, although the insights seem to gleaned from experience and not research. That is part of the strength of the book. It makes sense.
Interesting book illuminating some recent business stories. I think the author was gathering some of her previous articles and unifying them under a catchy title. The thesis around silos is weak and is better illustrated by The Fiefdom Syndrome: The Turf Battles That Undermine Careers and Companies - And How to Overcome Them. However, the stories are well told and very relevant to today's business. Since reading this I have often used the story of NYC fire prevention when talking about Big Data.
It is an interesting approach and combination of cultural anthropology (for decades now not a study of remote peoples in space and time) and the effects of the type of education that concentrated on profits, over-specialization and losing the big picture to details. It is well written and intended for general public.I heard about the book on CNN, F. Z. Sunday program (excellent source of information AND commentary that has meaning).
The largely unconscious view that things "are the way they are" just ain't true. Sometimes things change by themselves, by growth or age, by leadership or provocation, and sometime just because you see them, use them or encounter them in different ways.The first and last chapters are best - then dive into cases you think you can use. Some of her examples are brilliant, some seem less so - but probably because her models are so diverse that they can seem irrelevant or obscure to solving what I need to solve first.
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