Organizational Dialogue
Recently, 'silo virus' has become a frequent topic of discussion among different kinds of organizations(Schutz & Bloch, 2006, p. 32). It generally means a lack of effective collaboration between different departments or subunits in an organization. This article will examine how silo virus forms and what implications silo thinking has for an organization. In addition, this article will specifically concentrate on the approaches that managers need to have to reduce the negative impact of silo thinking on an organization.
'Silo virus' describes the shortage of communication and common views across units that currently exist in the business or organizational communities(Schutz & Bloch, 2006, p. 32). Its name stems from the farm storage silo(Hotăran, 2009). If two people are inside of two silos that are right next to one another, they are unable to communicate as the silos are tall and airtight(Hotăran, 2009). The virus is also called silo thinking, as it is intangible and not really physically exist in organizations but actually present in the mind of staffs(Diamond, Allcorn & Stein, 2004). People infected by this virus are named silos. Silos usually feel safe and comfortable by keeping the colleagues of other departments out, particularly those who are not similar with them. However, in the inner of their group, they facilitate a narrow group-mentality, which results in a notion that anything in here is right, and anything out there is wrong(Cilliers & Greyvenstein, 2012). This is also the reason why silos always show hostility to those who hold opposite opinions.
The reasons of the formation of silo thinking are various including the development of technology, globalization, unsuitable management structure, competitive corporate culture, unclear procedure, and insufficient communication skills. The growing technological complexity could be the main cause of the shape of silo thinking. In an organization, employees are usually distributed to
'Silo virus' describes the shortage of communication and common views across units that currently exist in the business or organizational communities(Schutz & Bloch, 2006, p. 32). Its name stems from the farm storage silo(Hotăran, 2009). If two people are inside of two silos that are right next to one another, they are unable to communicate as the silos are tall and airtight(Hotăran, 2009). The virus is also called silo thinking, as it is intangible and not really physically exist in organizations but actually present in the mind of staffs(Diamond, Allcorn & Stein, 2004). People infected by this virus are named silos. Silos usually feel safe and comfortable by keeping the colleagues of other departments out, particularly those who are not similar with them. However, in the inner of their group, they facilitate a narrow group-mentality, which results in a notion that anything in here is right, and anything out there is wrong(Cilliers & Greyvenstein, 2012). This is also the reason why silos always show hostility to those who hold opposite opinions.
The reasons of the formation of silo thinking are various including the development of technology, globalization, unsuitable management structure, competitive corporate culture, unclear procedure, and insufficient communication skills. The growing technological complexity could be the main cause of the shape of silo thinking. In an organization, employees are usually distributed to