| | |  | Workplace Violence | Home » » Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization | | | | | | | Description: | | Every organization is composed of tribes—naturally occurring groups of between 20 and 150 people. Until now, only a few leaders could identify and develop their tribes, and those rare individuals were rewarded with loyalty, productivity, and industry-changing innovation. Tribal Leadership shows leaders how to assess, identify, and upgrade their tribes' cultures, one stage at a time. The result is an organization that can thrive in any economy. | | | Product Details: | | | Author:
| Dave Logan | | Paperback:
| 320 pages | | Publisher:
| HarperBusiness | | Publication Date:
| June 07, 2011 | | Language:
| English | | ISBN:
| 0061251321 | | Product Length:
| 7.9 inches | | Product Width:
| 5.3 inches | | Product Height:
| 0.7 inches | | Product Weight:
| 0.53 pounds | | Package Length:
| 7.8 inches | | Package Width:
| 5.3 inches | | Package Height:
| 0.9 inches | | Package Weight:
| 0.5 pounds | | Average Customer Rating:
|  based on 84 reviews |
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42 of 49 found the following review helpful:
 If you only read one book on organizational culture, this should be itJan 23, 2008
By Russell Gonnering
To all those wondering "Why?" and "How?" certain organizations are more productive than their peers, Logan, King and Fischer-Wright have some concrete answers. In their landmark book, "Tribal Leadership", they explore the essence of organizational culture. What they have uncovered is a dynamic at least 15,000 years in the making, and at the heart of all human organizations: the tribe. We operate in a "tribe"-a group of 20 to 150 people- in which important decisions are made and productivity is determined. Larger organizations are "tribes of tribes". Five stages describe the evolution of the tribe, from savage and dysfunctional to innovative and powerfully inspirational. What sets this work apart is its practical advice on both identifying the stage of the tribe and the means to advance to the next stage. Laced with real-life examples, the book is eminently readable. There is no doubt it will transform the reader, no matter where their own tribe finds itself. They will understand the difference between leading and commanding.
25 of 28 found the following review helpful:
What stage are you and your company? How do you get to the next level?Jan 23, 2008
By Rich
The most insightful management book I've read since business school.
The book starts with an accessible framework for evaluating corporate cultures, each with instantly recognizable traits -- from the DMV to Apple to your company. Stage 1: Life sucks. Stage 2: My life sucks. Stage 3: I'm great (and you're not). Stage 4: We're great (and they're not). Stage 5: Life is great.
While the vast majority of the working world is stuck in stages 2 and 3, Tribal Leadership delivers tools to help individuals and organizations break through to the next evolutionary stage. I found this a powerful, pragmatic and surprisingly fun read.
26 of 30 found the following review helpful:
 Insightful but not necessarily rigorousMar 30, 2010
By Mr Likeable
What I liked:
Rich insights into human behaviour, group dynamics and individual motivation.
Very useful, structured and specific suggestions - in essence, management tips that can be applied.
More readable than the average business book - well written.
I would have liked:
Less of a "consultant hard sell" tone. I think there's an emerging pattern of consultant academics writing books that over-sell the observations within, and verge on style exceeding substance. There is good stuff in this book, and the tips appear sensible, but the constant "move up one level at a time" to "the fifth level that we don't even know yet" ...maybe it's just me, but I think this book would benefit by turning down the volume; not every set of consultants' observations needs to promise a transformed world - it's not going to happen. I think this is a common problem in current business literature.
Summary:
In my view, a very accessible and useful book that possibly over-estimates its own "system".
I'd recommend it to young managers as a very good introduction to organisational dynamics, and to entrepreneurs who need a little help understanding the motivations of their employees.
This book probably augments "Good To Great" quite nicely - if you liked that, you might like this; I'd read "Good To Great" first.
12 of 13 found the following review helpful:
A Must-Read Work on Leadership and OrganizationsJan 13, 2011
By Steven Savage
"Steve Savage"
PROS:
* Provides a researched system of classifying organizations and businesses as "tribes" that is easy to apply.
* Has useful ideas for helping people "tribe up" and improve their relations and improve organizational relations.
* Very readable and understandable.
* Doesn't pull punches on some of the conclusions.
CONS:
* Some historical interpretations are arguable.
SUMMARY: Buy this book and read it unless you have no interest in community, leadership, and business. In that case you're probably not even reading this blog.
Leadership books. I've been getting tired of them ever since people started deciding "The Art of War" could by applied to businesses if you ignored all the war, killing, use of fire, and soforth in the book. Everyone talks about Leadership in business and in the world, but as I don't see any improvement out there as the amount of lame Leadership books increase, so I assume most of these texts aren't that useful.
At the same time, I'm very interested of issues in Leadership since I don't see nearly enough of it. I see bean-counting management, rock-star style poseurs, and exploitative jerks with a narrative. I don't see enough leadership in business, politics, media, or more - real, rallying, directing, powerful leadership.
Tribal Leadership is the kind of book I've been waiting for. It not only explores issue of leadership, mostly (but not entirely) dealing with business, but issues of culture, organization, and community. In many ways its a book of applied sociology that happens to focus mostly on business.
Based on research covering a decade, the book lays out a very clear thesis:
1. Humans naturally form tribes.
2. These tribes can be classified into 5 types each with a unique attitude towards life, and become more functional as you move from Type 1 to Type 5.
3. It is possible to coach people and groups to "tribe up" the scale to become more cohesive, functional, and productive (and in some cases at least less pathological)
The book is split between describing the theories, and describing how people and groups can advance from lower to higher Tribal levels. Each chapter leads naturally to the next, and handy checklists and bulletpoints help you keep track of important ideas. This clear focus and organization makes the book easy to read, refer to, and use.
As for the theory itself? It's simple and intuitive Essentially there are five tribal types, each defined by an attitude of members:
Level 1 - "Life Sucks" - pathological, gang-like, angry.
Level 2 - "My Life Sucks" - a mix of learned helplessness, bitterness.
Level 3 - "I'm Great" - Productive and dynamic but egocentric.
Level 4 - "We're Great" - tribe-oriented, creative, productive, tight.
Level 5 - "Life Is Great" - Big-picture, tribe-connecting.
You can probably guess right now which level you and your friends and co-workers function at (hint: you're probably also wrong).
The theory itself is extremely applicable in my experience, and the authors give extensive information to help you understand where you and your various organizations fit on the tribal scale. The clear boundaries of levels, straightforward explanations, and explanations of the classifications helps you use this theory and see the sheer lack of B.S. Just be prepared for a few ego-bruises because most people think they function higher than they do (and this book will puncture your illusions).
The theory comes with tips, advice, and directions for raising tribal level of people and organization. These sections are straightforward with excellent detail, from things to try, to signs to look for to identify personal progress. Again there's a refreshing lack of B.S. here.
So is the book flawless? No. There's a few moments of historical reference and metaphor that seem stretched or that I disagree with. There could be some better explanation of techniques at a few points.
These are minor concerns.
Here's what you need to know about this book- you should read it unless you have a reason not to, like a lack of money or being currently dead.
How much did I like this book? I've given two copies as gifts and my Kindle edition is filled with notes, I've joined a group to discuss it, founded another, and am discussing applying it's philosophy with other people. Yeah, I was impressed.
This is a must-read
6 of 6 found the following review helpful:
Leaders and Leadership Coaches - This is a book for you!Sep 05, 2010
By Hsuan Hua Chang
"Coach Seattle"
According to Dave Logan, in the work place, there are 5 tribal stages. Stage One's theme is "Life sucks"; Stage Two "My life sucks"; Stage Three "I am great and you are not"; Stage Four "we are great and they are not" and Stage Five "Life is great".
Stage Three represents 49% of workplace. That means while people often preach the need for teams, their behavior shows that they discourage teaming - unless it is a situation where they can be the star. The performance review system makes the culture more individualistic. People attempt to outperform each other. The language they use expresses "I am great" and in the background unstated is "and you are not". They hoard information to keep power. They rely on gossip and spies for political information. They are hungry for tips, tools and techniques that will keep them ahead of their competition. They talk about values and focus on "my values". The cost is that they have many blind spots, don't have enough time and don't get enough support. They can't get to the next level.
The purpose of the book is to build great companies, and this means getting you and your tribe to Stage Four - 22% of the workplace. They walk in values and want to collaborate. They are happy, inspired, genuine and identify with each other. They work less and produce more. They communicate more information, more often and with transparency.
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