Summary of Video

  • We all exist in tribes; it’s part of being a human being
  • A tribe consists of a group of people 20-100 in size, where there is a common culture
  • The culture (or worldview/paradigm) determines how the world occurs to that tribe, with subsequent actions congruent with the tribe’s values
  • There are 5 levels of tribe:
    • Stage 5: Life is great & we can change the world (~2% of tribes)
    • Stage 4: We are great (~22% of tribes)
    • Stage 3: I am great, (and you’re not) (~48% of tribes)
    • Stage 2: My life sucks (~25% of tribes)
    • Stage 1: Life sucks (adversarial gangs) (~2% of tribes)

Stage 5 tribes change the world (eg Truth & Reconciliation Committee)

Stage 4 tribes can do great things, because they recognize the value of each other’s contributions & want to collaborate

Stage 3 tribes are individualistic, each member wanting to fulfill their own, individualisitc goals, resulting in internal political backbiting and lack of real progress

Stage 2 tribes are "dumbed down" by their perception of the world that it’s drab, dull and nothing much good can happen.

Stage 1 tribes exist in gangs and prisons. To move someone forward, into stage 2 (yes, you have to move them just one stage forward at a time), there must be a grafting in to a new tribe, as in Stage 1, the challenge to move the whole tribe forward to Stage 2 as an entity, is probably beyond most (though not impossible).

How Tribal Leadership Can Move Towards Stage 5

Tribes can only hear one level above & below where they are. Leaders’ roles within a tribe are to nudge people to one level above where they are now, but they must use the language of the level where the tribal member is at the moment, and help them reframe the way they see the world through a process of change.

True tribal leaders create "triadic relationships" – they extend the reach of their tribes, introducing new tribes to one another, connecting different people together with the belief that when tribal interconnectivity occurs, the world begins to really change.

What kind of impact does your tribe make on the world? Can you begin to change the culture of your tribe? If you aren’t in a position of leadership yet, you can bring the understanding of tribes to your team (aka tribal!) leader; perhaps share this areticle with them, and point them to David Logan’s website: Culture Sync, where you can find free resources and tools to help move your tribe forward. [Membership signup required, but it’s free -and that’s not an affiliate link, in case you were wondering!]

See also:

Summary of video

  • Incentivization only improves performance for simple tasks that have a simple series of procedures to reach the desired outcome.
  • Many of these procedures are increasingly being performed by computers
  • For high-level activities,

    when the outcome is incentivized.

  • Therefore, for businesses (in fact, any institution where there are people working on complex, high-level tasks) performing complex skills and working on creative solutions to challenges, another model is needed, otherwise the business suffers.
  • Cutting edge companies who realise this are now working on more effective ways to enhance performance, which enhance the following core outcomes:
    • Autonomy
    • Mastery
    • Purpose
  • Autonomy
  • is enhanced through creative time-out (eg, Google engineers are allowed 20% of their work-time for working on their own projects, which have produced Google News, Gmail, & Orchid, to name but a few)

So Where Does This Leave Performance-related Pay

In my view: On the scrap heap. Incentivization doesn’t work for the complex decisions and high-level thinking that are now the norm not the exception, for the majority of the workforce in any organisation.

For this large majority, performance-related pay harms the desired-outcome of enhanced productivity.

So why is still the default position for many businesses? Perhaps the answer is because in those organisations, they haven’t heard or realised that the "default" paradigm (expressed or just assumed) doesn’t work any more.

So why does this ‘default’ position exist at all?

At heart, every business, every organisation, every individual, has within them, a belief about how things are, whether or not they have been articulated.

In my next post, I’ll unpack more of why this is the case, and, if you don’t like the way things are, what you can do to change this "default future".