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To cite this document:

Palethorpe, Rob (2014) “Collaborating for Results: Silo Working and Relationships that
Work”, Development and Learning in Organizations: An International Journal, Vol. 28 Iss: 3,
pp. 39–40. https://doi.org/10.1108/DLO-04-2014-0024.

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Article:
Silo working – the tendency to work independently, sometimes to the detriment of the wider
organisation – is a topic that frequently hits the headlines. The term has become shorthand for
dysfunctional processes within businesses, and, in recent years, several high-profile companies
have blamed management failures on a lack of a coordination between their various departments.
Yet, as David Ian Willcock shows, we all operate in silos. We all bring different skills and attitudes
to work, and these qualities are often the source of our professional expertise. For me, the
question is one of balance: how can we preserve our unique contribution and still achieve greater
collaboration within and between organisations?

Collaborating for Results tackles this issue by drawing on Willcock’s 3-year research into silo
working, together with his years as a Master Executive Coach and specialist consultant. The book
blends individual and organisational psychology with personal experience, and, although much of it
is written in the first person, the text is well-argued and well-referenced to make it of interest to
both business and academic readers.

The book concentrates on silo working at individual, team and organisational levels. In the opening
section, Willcock builds his argument from first principles by considering the elements which
contribute to an individual’s psychological makeup. This includes a detailed discussion of factors
such as type theory, traits, values and the defensive behaviours which can create tension between
individuals. Next, a useful framework for reviewing key business relationships is introduced. This is
based on the observation that productive environments balance the task, process and relationship
elements of work, and that high support, high challenge situations are generally the most
productive.

The remainder of the book focusses on the relationship elements of the model. In the concluding
chapters of Section 1, Willcock outlines techniques to improve personal interactions by analysing
and adapting individual behaviour, usually with the support of a coach or trusted leader. The areas
discussed include seeking feedback, watching for signs of too much control, increasing self-
confidence and being aware of defensive patterns of behaviour. Finally, Willcock advocates the
development of a “personal operating framework” to guide the way that individuals manage
stakeholder relationships. The roles of the leader and coach/facilitator are also outlined.

Section 2 concentrates on silo working in teams. First, the dynamics and psychology of working
groups are discussed, including issues of identity, boundaries, team development and reactions to
change. This develops into a discussion of the obstacles to high-quality relationships, and includes
helpful diagnostic caricatures of typical dysfunctional groups. The properties of an idealised “open
team” are then presented. Following the pattern established in Section 1, this section concludes
with chapters which provide a review framework and offer suggestions for coaches and leaders who
wish to introduce these principles into their teams.

The final part of the book considers ideas at an organisational level. As such, these strategies are
most relevant to senior leaders. Topics include the implications of the open team concept for
organisational development, making relationship management a strategic priority, the role of
values and HR practices and a brief discussion on managing change in difficult circumstances.

Although Collaborating for Results is a practically oriented book, it is also a detailed work which
requires careful study. Just as human relationships are infinitely complex, so there is no “one-size-
fits-all” solution to the issue of silo working. Instead, the book is strong at presenting a range of
psychologically based ideas to diagnose limiting behaviour, and it presents options for the creation
of healthier, collaborative environments. The way in which these ideas are implemented will
depend not only on the organisation, but also on the coaches and leaders responsible for the
change. Such people will find that Collaborating for Results provides excellent food.

The review was originally published in Industrial and Commercial Training, Vol. 46 No. 2, pp. 108-
109