Fiefdom Syndrome The Turf Battles That Undermine Careers And Companies - And How To Overcome Them

Chapter 1 The Problem With Fiefdoms There is apotentially infectious condition inside virtually all organizations that can cause more damage than economic downturns, management upheavals, or global business shifts. Until now it has had no name. But this condition has been an enormous problem in all facets of business. It has impacted some of the world's leading companies, including Procter & Gamble, IBM, Coca-Cola, and Microsoft. I call it the "fiefdom syndrome," and it happens to all organizations, large and small, profit and nonprofit. It occurs at the individual level as well. And it can significantly decrease an individual's, and a company's, effectiveness. In extreme cases, it has shaken entire industries and taken down major corporations. The problem begins when individuals, groups, or divisionsout of fearseek to make themselves vital to their organizations and unconsciously or sometimes deliberately try to protect their turf or reshape their environment to gain as much control as possible over what goes on. It is a natural human tendency, probably dating back to the origin of our species. But if this human tendency isn't managed properly, the damage caused by these "fiefdoms" can begin to undermine an organization. Left untouched, fiefdoms can toll the death knell of what should have been a strong and vital organization. The fiefdom syndrome stems from the inclination of managers and employees to become fixated on their own activities, their own careers, their own territory or turf to the detriment of those around them. People who create fiefdoms can become dangerously insular, losing perspective on what is happening in the world outside their own control. They also lose their ability to act consistently on behalf of the greater good, or in a way that enhances the effectiveness of the larger organization. They often resist new situations and change. People who create fiefdoms tend to hoard resources. They are determined to do things their own way, often duplicating or complicating what should be streamlined throughout the company, leading to runaway costs, increased bureaucracy, and slower response times. Organizations infected with fiefdoms tend to kill off or stifle individual creativity, leading to what I call the "freeze factor": when organizations become frozen or stuck in place, letting competitors pass them by. The term "fiefdom" first arose in the Middle Ages. Back in the time of William the Conqueror, before the establishment of a strong monarch or central government in Europe, feudal lords controlled most territories and governed the lives of the people in those territories. Today, organizational fiefdoms exist in companies large and small. Geographical and product-based divisions can grow into impenetrable fiefdoms. But fiefdoms also emerge in nonprofit organizations, government agencies (which today are almost synonymous with the word "fiefdom"), and franchises. Fiefdoms can be found all the way to the CEO's office. Some are even sanctioned by top management, such as when an executive has a pet project or division he or she protects from reality. Motivated by self-interest or greed, fiefdoms can wittingly or unwittingly cause an organization and its shareholders great harm. Because the fiefdom syndrome has its origins in basic human nature, the challenges it poses are universal. The fiefdom syndrome is not tied to good or bad economic conditions or to particular managerial approaches. It can emerge in any environment. But the good news for organizations and individuals is that there are ways to deal with the fiefdom syndrome. And deal with them you must. For fiefdoms can: -Lead to inefficiency and ineffectiveness within a company, causing it to lose marHerbold, Robert J. is the author of 'Fiefdom Syndrome The Turf Battles That Undermine Careers And Companies - And How To Overcome Them', published 2005 under ISBN 9780385510684 and ISBN 0385510683.