Indeed, Feldstein found opportunities that bankers had not spotted because they had been, as Dr. Tett cites the famous case of Andrew Feldstein and his hedge fund, BlueMountain Capital: ‘ Studying classification systems-and silos-was part of their trading strategy. Some savvy individuals noticed how they could profit from others’ ignorance of the dangers of silo working. She deduced that the modern financial system was surprisingly fragmented in terms of how organizations were structured and how individuals communicated with one another: ‘ everywhere I looked in the financial crisis it seemed that tunnel vision and tribalism had contributed to the disaster.’ People were working inside their specialist departments with a silo mentality. Tett began reflecting on the reasons for the disaster. In the wake of the 2008 financial crisis, Dr. Did silo mentalities cause the 2008 financial crash? Moreover, siloed working can mean that although ‘experts’ have highly specialized knowledge, they may fail to see the bigger picture and spot serious risks. Working in silos means that there are fewer opportunities for creative solutions and joined-up thinking. Nonetheless, a rigid silo mentality can be detrimental to progress and productivity. Poole rightly argues that ‘ he opposite of silo syndrome, after all, is treating everything like an enormous homogeneous blob.’ However, neat classifications and boundaries are undeniably useful-and often crucial-in the realms of business, government and education. It feels easier to stick with the neat classification systems we have than constantly rewrite them.' Much of the time we ignore these messy realities. Life does not always fit into the official descriptions of what people are supposed to do. Tett argues, ‘Things fall between the cracks. While silos appear to offer security and control, they can also lead to simplification and rigid thinking. Yet, often, the classifications said more about the European observers than the complex local realities of their subjects. In observing, naming and categorizing foreign cultures, animals, plant specimens and geographies, they felt a sense of mastery-and power-over the unfamiliar things they named. This was something that the Victorians loved to do at the height of 19 th century expansionism. If you grew up in a Western country, you’ve probably been immersed in a culture that organizes, classifies and categorizes the world in terms of silos. Embracing messy realities: moving beyond a silo mentality Silo working is often a result of a siloed organizational culture that does not provide opportunities for collaboration or encourage employees’ buy-in to a unified goal. In this respect, a silo mentality is not necessarily a consciously chosen mentality. Although they might welcome opportunities to share information and knowledge across traditional boundaries, their organization’s structure, culture and training may not facilitate this way of working. Indeed, groups and individuals may work in silos without realizing that they are doing so.

, TED Talk, Get comfortable with being uncomfortableįor Kate Turner, director of Motivational Leadership, working in silos means that groups ‘ do not want to share information or knowledge with other individuals they work with.’ Although Turner is right to reflect on the lack of collaboration that occurs in siloed organisations, her point regarding the intentional nature of silo working, as something that employees actively choose, requires further discussion.

Define silo approach