As evidenced throughout nature, amidst chaos there is order, often created by a natural convergence of compatible, symbiotic beings. We humans organize ourselves deliberately through where we live, the careers we select and hobbies, for example, as well as indirectly, such as by belief systems.

In an organizational setting, these groupings can be the catalysts for brilliant ideas and the fuel that sustains success; or they can corrode the organization’s vision and siphon energy from the group's purpose, resulting in time and effort being spent managing an unhealthy environment. The difference? The first type of group is a tribe, the latter a collection of factions.

Are Your Groups Tribes or Factions?

Leaders who are well-connected to employees know when groups are tribes: members work together toward a common goal shared by the rest of the organization. Goals are met, retention and morale are high, and work redundancy is low.

Likewise, the presence of factions can be felt throughout an organization — and especially by leaders. Evidence of factions can include:

Potential Causes

The reasons that people create factions are many. Yet when whittled down to their essence, the reasons all have fear at their roots: Fear of losing perceived status, fear of losing control, fear of success, fear of being outshone (or outshining others), fear of the unknown, and so on. One of the ways to help reduce fear is to communicate skillfully and respectfully.

For example, think of field-based employees who are cynical about decisions presented from headquarters, and perhaps angry that their corporate-office colleagues issue mandates to them about how to do the work in the field. Some frontline employees may be frustrated as to why they’re rarely asked for input on issues that relate directly to work done in the field — and the customers with whom they have regular (and direct) contact. What field personnel in this example crave is information, rationale, and an opportunity to contribute their expertise and observations on issues relating to frontline work, which would help provide an assurance that the people in headquarters understand the frontline reality.

Corporate employees and leaders, for their part, may see themselves as better suited than the frontline employees are for such strategic decision-making, and assume that planning and policy-making is a "top down" function. In some worst case scenarios, a leader or manager may like the powerful feeling of working in a vacuum and then dictating policies or procedures "down to the line." In response, some frontline employees may sabotage efforts, or withhold their expertise or best work in order to frustrate headquarters staff in return.

Effective Remedies

Some of the building-blocks for improving communication and building stronger relationships between real or potential factions include:

• A clear organizational vision, which serves as a compass for everyone in the company. The organizational vision, and the departmental and individual visions that align with it, is a first step toward creating common ground for all employees of the organization.

• Division goals that mirror company goals, rather than create factions. For instance, a human-resources team whose success is measured by the number of candidates they recruit or review is incongruent with a company whose vision is to grow qualitatively, not quantitatively.

• An exchange program, where people trade jobs for a day to experience "the other side."

• Dialogue sessions that include a cross-section of people from throughout the organization, and allow people to safely express their perspectives and opinions.

• Work teams that include people from throughout the organization, or at least representing all key stakeholder groups. Where appropriate, the team leader would represent the group most affected by the issues under consideration by the team.

• Feedback loops that allow for easy access and genuine, timely responses.

• Actions that demonstrate that values discussed and agreed upon. This goes for executives, managers and employees.

• Communication vehicles that are consistently produced and updated, are compatible with and reinforce the company culture, that humanize the individuals within various departments or groups, and meet the information needs of all stakeholders.

For example, a heavy reliance on the company intranet is ludicrous and ineffective if frontline employees don’t have convenient access to the network. In the same sense, relying on terms such as Leadership or Management or HR or The Field dehumanize the people working in those groups and makes it easier to adopt an "us versus them" mentality.

A greater path toward true teamwork and mutually beneficial interactions is to first define, and then unite on, common ground. Reaffirming those ideals, hopes and goals that people share allows the manufactured chaos found in factions to sort itself into a like-minded group, focusing energies in the same direction, which everyone agrees will be rewarding.

For leaders, this means:

• Developing and sustaining a vision — The most effective movements throughout history, and the most effective enterprises, have had a very clear vision. In the case of effective movements, the vision transcends the status quo and is thus highly compelling.

This vision will help you attract the people who resonate most with it, and who will help you achieve it. Be certain to consult your vision when making decisions, to communicate it regularly and in relation to all business decisions, and to ask employees to contribute examples of how they are inspired by and connected to the vision.

• Allowing the system to weed out the flotsam and jetsam— The clearer the organization’s vision, the easier it is to see where adjustments need to be made. This includes who’s on board.

Leaders know that perpetual refinement and evolution of the organization, its vision andmission, its processes, and its people are a natural and desirable part of the evolutionary process. Inspired leaders choose conscious rather than unconscious evolution.

• Listening to employees’ voices — Stay tapped into what’s happening throughout the organization by truly listening to what employees and other important groups have to say. They make a vital contribution to your organization, culture and results.

Invite respectful expression of their experience, insights, and opinions to learn what the common ground is (or could be), and where it might be fractured.

• Demonstrating and sharing examples of the "common ground in action" — Words can and do become vapid when not followed with action that isn't aligned. Show how you and the organization are living or can live the "common ground" and reap results that are beneficial to all.

Remember, leadership is not just a title; it's a trait that anyone, regardless of job category, can nurture and demonstrate. As Mohandas Gandhi said, you must be the change you wish to see in the world (and that includes your world-of-work).

This information provides food for thought rather than counsel specifically designed to meet your unique needs and/or those of your organization or situation. The most effective approaches are those that are tailored to your unique needs, Have questions? We welcome your inquiry.

Are you ready? Ivy Sea Founder Jamie Walters and Ivy Sea collaborators provide inspiration, resources, and consultation for the visionary entrepreneurs and inspired leaders who are exploring, redefining, modeling, and facilitating joyful, vibrant, prosperous right livelihood -- good work!

Inquire deeply, clarify your vision, and rise into new levels of momentum, purpose, and skillfulness with an Ivy Sea vision-quickening program, a lightning-catalyst session, or a more indepth consultation.

Explore the potential for greater skillfulness and more joyful outcomes!