The problem of insular management in businesses, governments and organizations has been around for millenniums. It began when the first chiefs (managers) became responsible for the safety and well being of their tribe (workers). Julius Caesar, 2,000 years ago, conquered a large portion of Europe by aggressively minimizing or eliminating insular management in his army.
In large and small companies the problem of insular management is just as relevant and troublesome today as it was then. However, many small business owners believe that only big companies have difficulties with it. They erroneously think it is a function of size – that while a larger company may struggle with it their smaller business is exempt.
But, it is an issue which can be present in almost any size of entity (i.e. big governments, small businesses, teams, committees, families). Insular management is the cause and effect when there is a systemic communication, operational and management breakdown. This breakdown creates and is the result of information silos, think of the classic snake eating its own tail metaphor.
The concept of information silos is a simple one. Silos are created when information is not readily shared and fundamental responsibility is abdicated. In other words, one hand does not know what the other hand is doing, nor do they take responsibility for their actions. This is a problem which can only be managed, not fixed, because it is caused by basic human nature.
People, consciously and unconsciously, typically do not readily share information with their co-workers or bosses. There are a variety of reasons for why they do not. They also, routinely, do not take responsibility for their behaviors, decisions or job duties. To the point where it seems, to some managers, that people who are self-motivated to do their jobs responsibly are the exception not the rule.
Therefore, to minimize, eradicate, or stop silos from forming a capable owner will understand human behavior and be willing to manage it. Unfortunately, many are not willing to learn and are as culpable as their employees in creating and maintaining information silos. Consequently, whether it is the tragedy of the General Motors ignition switch problem or a machine shop foreman shipping defective parts, they will continue to affect businesses of all sizes.
