01874     2200277   4500001002100000005001500021035002000036008004100056020001800097041000800115082001300123084001900136100002200155245014500177260005100322300002500373520100500398650001501403650002801418990002501446990002501471990002501496990002501521990002501546990002501571INLIS00000000000338920221112103200  a0010-0520003389221112                |          | eng    a0-7879-7638-5  aeng  a658.4092  a658.4092 LEN s0 aLencioni, Patrick1 aSilos, Politics and Turf Wars :bA Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors. /cPatrick Lencioni  aSan Francisco :bJossey-Bass Publishers,c2006  aix, 211 p. ;c22 cm.  aIn fact, today the word seems to provoke the same level of frustration that it did back then. When I told some of my clients that I was planning to write a book about silos, they seemed to have a universally visceral reaction. Which would seem to be a good thing proposing a solution to a solution to a problem that people are hungry to solve except that my view of silos might not be what some leaders expect to her. That's because many executive I've worked with who struggle with silos are inclined to look down into their organizations and wonder, "why don't those employees just learn to get along better with people in other departements?" All too often this sets off a well-intentioned but ill-advised series of actions training programs, memos, posters designed to inspire people to work better together. The story is about Jude Cousins, an eager ypung management consultant struggling to launch his practice by solving one of the more universal and frustrating problems faced by his clients. 4aLeadership 4aOrganizational behavior  a11524/MKRI-P/XI-2008  a11523/MKRI-P/XI-2008  a11524/MKRI-P/XI-2008  a11523/MKRI-P/XI-2008  a11523/MKRI-P/XI-2008  a11524/MKRI-P/XI-2008