HARGREAVES AND BALKANISED CULTURES
Use to strengthen team spirit in your organisation.
Hargreaves, writing in the context of education, noticed that whereas a school or college would have a single over-riding culture, many individual departments had very distinct cultures. For example, the culture in Arts and Humanities was very different to that which existed in Science or Engineering faculties. He likened this to the Balkans where, to an outsider, there can appear to be a fairly uniform culture shared by numerous states but when examined closely each state has a very distinct culture.
THE FIVE KEY FEATURES OF BALKANISED CULTURES ARE:
Each division, department or team (sub-group) sees itself as a separate entity from the rest of the organisation.
Over time each sub-group develops its own unique culture.
There is ‘low permeability’ between the cultures of different groups. With each group erecting walls to keep out the influences of others.
Once these barriers have been erected it’s difficult to breach or remove them.
Over time people become attached to the identity of their sub-group and develop a set of self-interests that they actively promote even when they conflict with the good of the whole organisation.
Although focused on education, the model is clearly applicable to any large-scale organisation. For instance, just look at the very different cultures that exist within the accounts and sales departments of any organisation.
HOW TO USE IT
- Use this as a theory to strengthen the team spirit within your group. Start by talking up the differences between you and other sub-groups in the organisation. Differentiate your team from the rest of the herd and encourage the development of traditions and practices that are unique to your team.
- Encourage your team to think of themselves as different, even special. Make your people feel proud to belong to the best team in the organisation and promote the idea that only the best get into your gang.
- Remember, everyone likes a bit of competition. Establish a friendly rivalry with other groups in the organisation and celebrate when you ‘beat’ them – even if the other group didn’t know they were in a contest.
- Although you want your team to think of themselves as special, they must understand that it’s no good if they win but the organisation loses. Their ultimate loyalty has to be to the organisation. Don’t fall into the trap of sub-optimisation.
- Think about Balkanised cultures whenever you move jobs within your organisation. Take time to discover your new team’s culture. Only when you understand it and have evaluated its strengths and weaknesses should you consider changing or destroying it.
QUESTIONS TO ASK
- What Balkanised cultures exist within the organisation?
- How can I use the idea of Balkanised cultures to improve my team’s results?