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The authors, management consultants and partners of JeffersonLarsonSmith, offer a fascinating look at corporate tribes—groups of 20–150 people within a company that come together on their own rather than through management decisions—and how executives can use tribes to maximize productivity and profit. Drawing upon research from a 10-year study of more than 24,000 people in two dozen organizations, they argue that tribes have the greatest influence in determining how much and what quality work gets done. The authors identify the five stages of employee tribal development—Life sucks, My life sucks, I'm great and you're not, We're great and Life is great—and offer advice on how to manage these groups. They also share insights from the health care, philanthropic, engineering, biotechnology and other industries and include key points lists for each chapter. Particularly useful is the Tribal Leader's Cheat Sheet, which helps determine and assess success indicators. Well written and enlightening, this book will be of interest to business professionals at all levels. (Feb.)

Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

"[T]he most thorough and unique book to come along pertaining to organizational dynamics in quite some time....Whether you’re trying to move an organization forward or trying to move forward yourself, Tribal Leadership is a great place to begin your efforts.

"[A]n unusually nuanced view of high-performance cultures. . . . [S]hare the book with your Type A’s and prima donnas, as it expertly describes the tension between loners who perform exceptionally and those who perform exceptionally but who measure success as part of a team."

"Leaders of both for profit and non-profit organizations, including politicians, and can benefit from perusing Tribal Leadership."

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部落是一个极其古老的概念，它的形成极为自然。每天面对相同的环境、相对固定的同事，人们就会形成一个部落。

当这个部落产生了某些固定的话题或者语言风格（可能是外人不能理解的隐喻，也可能是极易被辨识的表达方式），部落就产生了。任何一个部落，其本质都是一套语言系统。

其他人想融入某部落，首先必须能听懂其他人在说什么，不然就可能有被排斥感。

就个人而言，语言反映着每个人的心理，所有人的真实想法和感受，都会透过语言表露出来的（我们活在语言之中，这个是我们很难控制的）。另一方面，周遭的语言环境又总在影响着我们，当然我们自己的语言也影响着他人。

从部落角度而言，语言是构建交流的工具，也是凝聚人心的框架。

团队的规模以及占有的资源取决于目标，不管这个目标是业绩增长百分比，或是攻关某一个技术难题。

目标的设定取决于决策层，而管理层的职责就是分解目标，并以任务的形式具体化到每一个人头上。

任何人都不是计算机，并不是点击图标他就会自动完成。管理层需要不断督促成员，激发他们更大的活力去把这些任务付诸执行。

从这个角度而言，好的团队就是能超额完成目标的团队，好的员工就是有执行力的员工，而好的管理就是有本事管住员工的管理——不管他采取什么方法，不断聚餐、绩效奖励、末位淘汰、训斥辱骂。

很多优秀的团队，他们或许总是超额完成目标，或是不断开发出各种新技术。甚至在不景气的时候会主动降薪，以帮助企业化解危机。

显然他们不是怕，而是服管理者。“服”的不仅是措施，更是推行措施的人。

洛根等人耗时十余年，致力于搞清楚为什么有的企业极为高效，即使它的目标非常抽象（要成为行业第一），有的企业却始终陷在拖沓的淤泥中，就算他们把目标分解得足够细（甚至具体到每个人每天做什么）。

通过对全球24个组织的深入剖析，他们发现了部落。部落有人构成，根据人的不同（不同的心理状态、语言特征），洛根等人把部落分成了5个阶段。

任何卓越的管理者，一定是部落领袖——部落领袖就是能不断撬动部落，让其升级的人。

部落的不断升级，其本质就是部落成员不断增强解决问题的能力和信心。

书籍介绍

The authors, management consultants and partners of JeffersonLarsonSmith, offer a fascinating look at corporate tribes—groups of 20–150 people within a company that come together on their own rather than through management decisions—and how executives can use tribes to maximize productivity and profit. Drawing upon research from a 10-year study of more than 24,000 people in two dozen organizations, they argue that tribes have the greatest influence in determining how much and what quality work gets done. The authors identify the five stages of employee tribal development—Life sucks, My life sucks, I'm great and you're not, We're great and Life is great—and offer advice on how to manage these groups. They also share insights from the health care, philanthropic, engineering, biotechnology and other industries and include key points lists for each chapter. Particularly useful is the Tribal Leader's Cheat Sheet, which helps determine and assess success indicators. Well written and enlightening, this book will be of interest to business professionals at all levels. (Feb.)

Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

"[T]he most thorough and unique book to come along pertaining to organizational dynamics in quite some time....Whether you’re trying to move an organization forward or trying to move forward yourself, Tribal Leadership is a great place to begin your efforts.

"[A]n unusually nuanced view of high-performance cultures. . . . [S]hare the book with your Type A’s and prima donnas, as it expertly describes the tension between loners who perform exceptionally and those who perform exceptionally but who measure success as part of a team."

"Leaders of both for profit and non-profit organizations, including politicians, and can benefit from perusing Tribal Leadership."