Tribal

Informationen zum Autor Michael Morris works as a cultural psychologist at Columbia University in its graduate Business School and its Department of Psychology. Previously he taught for a decade at Stanford University. Morris received his PhD in psychology from the University of Michigan after earning undergraduate degrees in cognitive science and English literature at Brown University. His research has discovered cultural influences on styles of cognition, communication, and collaboration, as well as situational factors that cue them and social experiences that shift them. Outside of academia, Professor Morris advises corporations, government agencies, NGOs, and political campaigns about culture-related issues. He lives in New York City. Klappentext A renowned Columbia Business School professor and cultural psychologist explains the deep roots of tribalism--and how great leaders harness our tribal psychology to move people and change cultures for the better. We've all heard pundits bemoan the rise of tribalism, but few have offered answers about how to manage our tribal psychology to create positive change. Now pioneering cultural psychologist and acclaimed Columbia Business School professor Michael Morris decodes tribalism in this erudite but accessible and hopeful book. Ours is the only species that lives in tribes, groups glued together by their distinctive cultures that can grow to a scale far beyond kith and kin. Morris argues that our psychology is wired by evolution in three distinctive ways to enable this. First, the peer instinct to mesh with those around us, to conform to what most people do. Second, the hero instinct to give to the group, to emulate those who are most respected. Third, the ancestor instinct to maintain tradition, to follow the ways of prior generations. These tribal instincts enable us to form shared goals and work as a team, to acquire specialized skills and innovate to improve them, and to transmit the accumulated pool of cultural knowledge onward to the next generation. Countries, churches, political parties, and companies are tribes, and tribal instincts explain our loyalties to them and the hidden ways that they affect our thoughts, our actions, and our identities. Rather than deriding tribal impulses for their irrationality, great leaders tap into them. For example, Lee Kuan Yew used government officials' peer instinct to cleanse the Singaporean port of corruption. Sallie Krawcheck leveraged hero instincts to fix the strained merger between patrician Merrill Lynch and plebian Bank of America. Coaches of dynastic sports teams like the NBA's Golden State Warriors and New Zealand rugby's All Blacks rouse ancestor instincts to lead their teams to glory. The most powerful way to move people is through their ties to tribes. Policymakers across the world have tapped into these instincts to reduce unhealthy habits of consumption, promote environmental conservation, and tackle many other problems that had resisted previously attempted remedies. And managers, teachers, and activists have channeled them to transform organizations. By weaving together deep research, current and historical events, and stories from business and politics, Morris offers a counterintuitive twist to how we think about tribalism, giving us the tools to address our own tribes in a new light. Leseprobe 1 Syncing Up Alone we can do so little; together we can do so much. -Helen Keller When mud is just the right consistency, it can stop time in its tracks. In 2007, near Kenya's Lake Turkana, archaeologist Jack Harris, who had worked for decades at the site, brushed away layers of sand to uncover traces of long-ago life. Indentations in the mud had hardened into stone. Among many tracks of birds and antelopes were some familiar oblong prints: ninety-seven impressions of human feet so well preserved that all the toes were vi...

Autorentext
Michael Morris works as a cultural psychologist at Columbia University in its graduate Business School and its Department of Psychology. Previously he taught for a decade at Stanford University. Morris received his PhD in psychology from the University of Michigan after earning undergraduate degrees in cognitive science and English literature at Brown University. His research has discovered cultural influences on styles of cognition, communication, and collaboration, as well as situational factors that cue them and social experiences that shift them. Outside of academia, Professor Morris advises corporations, government agencies, NGOs, and political campaigns about culture-related issues. He lives in New York City.

Klappentext

A renowned Columbia Business School professor and cultural psychologist explains the deep roots of tribalism--and how great leaders harness our tribal psychology to move people and change cultures for the better.

We've all heard pundits bemoan the rise of tribalism, but few have offered answers about how to manage our tribal psychology to create positive change. Now pioneering cultural psychologist and acclaimed Columbia Business School professor Michael Morris decodes tribalism in this erudite but accessible and hopeful book.

Ours is the only species that lives in tribes, groups glued together by their distinctive cultures that can grow to a scale far beyond kith and kin. Morris argues that our psychology is wired by evolution in three distinctive ways to enable this. First, the peer instinct to mesh with those around us, to conform to what most people do. Second, the hero instinct to give to the group, to emulate those who are most respected. Third, the ancestor instinct to maintain tradition, to follow the ways of prior generations. These tribal instincts enable us to form shared goals and work as a team, to acquire specialized skills and innovate to improve them, and to transmit the accumulated pool of cultural knowledge onward to the next generation.

Countries, churches, political parties, and companies are tribes, and tribal instincts explain our loyalties to them and the hidden ways that they affect our thoughts, our actions, and our identities. Rather than deriding tribal impulses for their irrationality, great leaders tap into them. For example, Lee Kuan Yew used government officials' peer instinct to cleanse the Singaporean port of corruption. Sallie Krawcheck leveraged hero instincts to fix the strained merger between patrician Merrill Lynch and plebian Bank of America. Coaches of dynastic sports teams like the NBA's Golden State Warriors and New Zealand rugby's All Blacks rouse ancestor instincts to lead their teams to glory.

The most powerful way to move people is through their ties to tribes. Policymakers across the world have tapped into these instincts to reduce unhealthy habits of consumption, promote environmental conservation, and tackle many other problems that had resisted previously attempted remedies. And managers, teachers, and activists have channeled them to transform organizations.

By weaving together deep research, current and historical events, and stories from business and politics, Morris offers a counterintuitive twist to how we think about tribalism, giving us the tools to address our own tribes in a new light.

Zusammenfassung
**SHORTLISTED FOR THE FINANCIAL TIMES AND SCHRODERS BUSINESS BOOK OF THE YEAR

American Psychological Association's Ursula Gielen Global Psychology Book Award Winner • PROSE Award Finalist • Zócalo Book Prize Finalist

A revelatory, paradigm-shifting work from a renowned Columbia professor and “one of the great social and cultural psychologists” (Amy Cuddy) that demystifies our tribal instincts and shows us how to use them to create positive change.**

Tribalism is our most misunderstood buzzword. We’ve all heard pundits bemoan its rise, and it’s been blamed for everything from political polarization to workpla…