Tribal Warfare in Organizations: Turning Tribal Conflict into Negotiated Peace

Overview

When the marketing department complains about the production staff, or the sales force makes promises customer service says it can't deliver, this is tribal warfare -- those interdepartmental conflicts that form one of the biggest and most costly productivity problems in organizations. Understanding how to recognize and deal with tribal conflict becomes extremely important for company survival and growth. Peg Neuhauser shows how to bridge the gap between factions that inevitably arise in organizations -- and ...

See more details below
Available through our Marketplace sellers.
Other sellers (Paperback)
  • All (56) from $1.99   
  • New (8) from $1.99   
  • Used (48) from $1.99   
Close
Sort by
Page 1 of 1
Showing All
Note: Marketplace items are not eligible for any BN.com coupons and promotions
$1.99
Seller since 2005

Feedback rating:

(4355)

Condition:

New — never opened or used in original packaging.

Like New — packaging may have been opened. A "Like New" item is suitable to give as a gift.

Very Good — may have minor signs of wear on packaging but item works perfectly and has no damage.

Good — item is in good condition but packaging may have signs of shelf wear/aging or torn packaging. All specific defects should be noted in the Comments section associated with each item.

Acceptable — item is in working order but may show signs of wear such as scratches or torn packaging. All specific defects should be noted in the Comments section associated with each item.

Used — An item that has been opened and may show signs of wear. All specific defects should be noted in the Comments section associated with each item.

Refurbished — A used item that has been renewed or updated and verified to be in proper working condition. Not necessarily completed by the original manufacturer.

New
New Book and Cover in Excellent Condition

Ships from: Cleveland, OH

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$5.51
Seller since 2013

Feedback rating:

(401)

Condition: New
PAPERBACK New 0887304443! ! KNOWLEDGE IS POWER! ! ENJOY OUR BEST PRICES! ! ! Ships Fast. All standard orders delivered within 5 to 12 business days.

Ships from: Southampton, PA

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$5.51
Seller since 2010

Feedback rating:

(914)

Condition: New
PAPERBACK New 0887304443 Friendly Return Policy. A+++ Customer Service!

Ships from: Philadelphia, PA

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$5.51
Seller since 2010

Feedback rating:

(684)

Condition: New
PAPERBACK New 0887304443! ! ! ! BEST PRICES WITH A SERVICE YOU CAN RELY! ! !

Ships from: Philadelphia, PA

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$5.51
Seller since 2014

Feedback rating:

(269)

Condition: New
PAPERBACK New 0887304443 XCITING PRICES JUST FOR YOU. Ships within 24 hours. Best customer service. 100% money back return policy.

Ships from: Bensalem, PA

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$10.26
Seller since 2009

Feedback rating:

(10047)

Condition: New
New Book. Shipped from US within 4 to 14 business days. Established seller since 2000

Ships from: Secaucus, NJ

Usually ships in 1-2 business days

  • Standard, 48 States
  • Standard (AK, HI)
$11.50
Seller since 2007

Feedback rating:

(23296)

Condition: New
BRAND NEW

Ships from: Avenel, NJ

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
$11.92
Seller since 2013

Feedback rating:

(5)

Condition: New
PAPERBACK New 0887304443 New Unread Book may have some minor shelf wear, Fast Shipping, Excellent Customer Service, Satisfaction Guaranteed.

Ships from: pembroke pines, FL

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
Page 1 of 1
Showing All
Close
Sort by
Sending request ...

Overview

When the marketing department complains about the production staff, or the sales force makes promises customer service says it can't deliver, this is tribal warfare -- those interdepartmental conflicts that form one of the biggest and most costly productivity problems in organizations. Understanding how to recognize and deal with tribal conflict becomes extremely important for company survival and growth. Peg Neuhauser shows how to bridge the gap between factions that inevitably arise in organizations -- and lessen tribal warfare, lower employee stress, improve managerial effectiveness and promote higher productivity.

Read More Show Less

Editorial Reviews

Steve Shortell
This is an extremely insightful and practical book on a pervasive managerial problem.
Marilyn Yarbrough
Helpful, informative, and entertainingly conveyed.
Read More Show Less

Product Details

  • ISBN-13: 9780887304446
  • Publisher: HarperCollins Publishers
  • Publication date: 6/28/1990
  • Series: Business Strategy Series
  • Edition description: Reprint
  • Pages: 240
  • Product dimensions: 6.12 (w) x 9.25 (h) x 0.60 (d)

Meet the Author

Peg C. Neuhauser is a communications consultant who specializes in working with business in the areas of team building and conflict management. She is the owner and principal consultant of PCN Associates in Boston, Massachusetts. Her clients include major American corporations from industries such as manufacturing, health care, finance, and telecommunications.

Read More Show Less

Read an Excerpt

Chapter One

Tribes In Conflict

Turf Protection in Organizations

Managers spend anywhere from 25 to 60 percent of their working day dealing with conflicts or fallout from people-related problems. Whenever people are gathered together to work as a group, conflict is one of the inevitable outcomes. The conflicts can range from a simple misunderstanding between colleagues about the time of a meeting to a serious battle between Sales and Production over the importance of filling a customer order for an expensive and highly customized version of a standard product. Some conflicts are nothing more than a minor irritant for the employees involved, but many of the more serious problems continue over a period of time and require a great deal of management effort to resolve. Conflict is a major source of increased stress and decreased productivity for all managers and employees in any department of any organization. It almost always ends up affecting the quality of services received by customers.

It is difficult to measure the financial cost of conflict in an organization, but it is no doubt very high. If you calculate the hourly pay for your management staff and then use the conservative 25 percent figure for the amount of time spent dealing with conflict, the yearly cost is staggering. For example, think about a medium-sized company with 1,000 employees and approximately 100 people in some kind of management role. If those managers' salaries average $40,000 a year, you have a "conflict cost" to the organization of $1 million per year. And this onlyaccounts for management time. The cost ofemployee time, increased turnover rates, mistakes, and missed business opportunities would need to be factored in to come up with an accurate conflict cost. For large companies that practice "state-of-the-art" conflict-corporate politics — the cost runs far beyond 25 percent of managers' salaries.

Conflict is inevitable in any organization. But it is important that conflict be recognized and dealt with, instead of ignored and swept under the rug. Some amount of management and employee time will always need to be devoted to handling conflicts. If conflict is ignored or denied, it will fester and erupt later in much more serious ways. Then it will usually take even more time and the involvement of even more people to resolve. How much time and how effectively this time is used are the negotiable issues. Organizations that can bring various departments and specialized functions together to work as a well-functioning team do experience conflict. But they usually handle conflict in the quickest way possible, with a minimal number of people involved, and with the best outcome for the organization.

What Is All This Conflict?

"This is a good place to work. Most of the people here know their jobs and are reasonable to work with. It's just that we've got a few difficult people around here. People whose personalities stink! If you could get rid of those people, everything would be fine."

These comments are some of the most common that are heard when employees discuss communication problems and conflict in their organizations. Marketing doesn't get along with Manufacturing... the nurses don't like the doctors... Finance can't understand why the designers will not stay on schedule and within budget... the marketing people insist on making promises that the service department can't deliver... and on and on. What is going on here? Are these problems really about personality conflicts? If they are, they are going to be very difficult to resolve. Personalities do not change easily. But there is another, more effective, solution to the problem of conflict in organizations.

Any organization with specialized functions and departments is made up of groups — which I call "tribes" — that look at their work and at the organization in very different ways. Anthropologically, these groups in organizations act very much like "real" tribes; they have theirown dialects, values, histories, ways of thinking, and rules for appropriate behavior. What if we took some Apaches, Cherokees, and Pygmies, added a few Japanese and Germans — plus a Texan or two — and then said to this group, "Now go work together and get the job done!" No one would be surprised if tribal warfare broke out in this group. And yet in many ways, this is exactly what happens in most organizations today. When we create an organization or business, we pull people together from a wide range of specialities and backgrounds, put them in a building, and expect them to work together and get the job done.

Edward T. Hall, a well-known anthropologist who has written extensively on intercultural communication, tells us that each tribe or culture has its own rules that govern its thinking and behavior and that these rules usually operate at a subconscious level. Psychologist and consultant Lealand Kaiser says that each individual or group has its own "reality." Each tribe assumes that their "reality" is the only one or at least the only one that is right! Speaking of other tribes, each will say something like this: "Yes, I can see that they are different from us. But they aren't just different, they are wrong! And furthermore, they know that their way of doing things causes us problems, so they must be doing it on purpose to drive us nuts!"

Each tribe has predictable complaints about the others. The accounting tribe complains about the departments that are always going over budget or forgetting to fill out purchase orders before going on spending sprees. The back office operations tribe complains about departments that never fill out forms accurately and are always missing, deadlines. The sales tribe complains about departments that respond slowly to customers. Each tribe is convinced that its own way of operating is right and that all those "other people" are messing up the works.

In his book, Beyond Culture, Hall gives a wonderful description of the opinions that members of different cultures often have about each other. He says each group takes the position of "thinking and feeling that anyone whose behavior is not predictable or is peculiar in any way is slightly out of his mind, improperly brought up, irresponsible, psychopathic, politically motivated to a point beyond redemption, or just plain inferior."
Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)