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Competition or Co-operation? Collaborate & Co-operate to build and not to destroy.
Competition – or Cooperation? When companies merge, or when one company acquires another, the aim is to integrate the two into one unified entity as quickly as possible.
The problem is that often, this doesn’t happen. There is competition, resentment and rivalry and the two fail to unite. The problem is how to prevent this so that there is a successful integration of the employees of the two companies so that they take pride in the new merged company.
Rabbi Jonathan Sacks suggests that the Bible gives a way forward when he discusses what happened after the Israelites built the Golden Calf in the Sinai desert. They were given a task – to build a tabernacle to pray to God. Moses asks the Israelites to make voluntary contributions to the construction of the Tabernacle – the Sanctuary. They do so with such generosity that Moses has to order them to stop.
If you want to bond human beings so that they act for the common good, get them to build something together. Get them to undertake a task that they can only achieve together, that none can do alone.
The power of this principle was demonstrated in a famous social-scientific research exercise carried out in 1954 by Muzafer Sherif and others from the University of Oklahoma, known as the Robbers’ Cave experiment. Sherif wanted to understand the dynamics of group conflict and prejudice. To do so, he and his fellow researchers selected a group of 22 white, eleven-year-old boys, none of whom had met one another before. They were taken to a remote summer camp in Robbers Cave State Park, Oklahoma. They were randomly allocated into two groups.
Initially neither group knew of the existence of the other. They were staying in cabins far apart. The first week was dedicated to team-building. The boys hiked and swam together. Each group chose a name for itself – they became The Eagles and the Rattlers. They stencilled the names on their shirts and flags.
Then, for four days they were introduced to one another through a series of competitions. There were trophies, medals and prizes for the winners, and nothing for the losers. Almost immediately there was tension between them: name-calling, teasing, and derogatory songs. It got worse. Each burned the other’s flag and raided their cabins. They objected to eating together with the others in the same dining hall.
Stage 3 was called the ‘integration phase’. Meetings were arranged. The two groups watched films together. They lit Fourth-of-July firecrackers together. The hope was that these face-to-face encounters would lessen tensions and lead to reconciliation. They didn’t. Several broke up with the children throwing food at one another.
In stage 4, the researchers arranged situations in which a problem arose that threatened both groups simultaneously. The first was a blockage in the supply of drinking water to the camp. The two groups identified the problem separately and gathered at the point where the blockage had occurred. They worked together to remove it, and celebrated together when they succeeded.
The lessons for companies trying to work together should be obvious – integration isn’t through words but actions, collaboration and co-operation. It’s NOT through conflict or continuing the “us” and “them” approaches often seen.
In another, both groups voted to watch some films. The researchers explained that the films would cost money to hire, and there was not enough in camp funds to do so. Both groups agreed to contribute an equal share to the cost. In a third, the coach on which they were travelling stalled, and the boys had to work together to push it. By the time the trials were over, the boys had stopped having negative images of the other side. On the final bus ride home, the members of one team used their prize money to buy drinks for everyone.
Similar outcomes have emerged from other studies. The conclusion is revolutionary. You can turn even hostile factions into a single cohesive group so long as they are faced with a shared challenge that all can achieve together but none can do alone.
The point is obvious. In order to integrate two groups together – whether they are companies, teams, departments or any other collection of people – you need to encourage not just co-operation with motivational words, but also set in place collaboration that involves both groups sharing and building together.
When mergers & acquisitions fail it is often because the two parts don’t behave as one. The Robber’s Cave experiment gives an explanation on why this is – and more importantly, how to correct it.
A celebration of diversity
People crave unity – and dream of a world without conflict. Business emphasises the idea that all staff should be singing from the same songsheet. Motivational posters emphasise such teamwork through relevant pictures – typically showing sporting images such as rowers – all pulling together in unison.
Having rowed, while at school, I can appreciate this image – a boat where the rowers fail to row as one will quickly flounder. However I question whether such unity is good for business or the world.
The bible story of the tower of Babel gives a different perspective on this that is worth considering (and thanks to Rabbi Andrew Shaw for the idea). The story is related in Chapter 11 of Genesis.
Verse 1: Now the whole earth had one language and one speech.
On first reading this fails to make sense. If they were one language, then surely they were “one speech”. However this is not what the text is saying – it is suggesting that not only did they all speak the same language, but they all thought the same and said the same. There was no disagreement. A few verses later, this sense of common purpose is manifested as an action plan:
Verse 4: And they said, Come, let us build ourselves a city, and a tower whose top is in the heavens; let us make a name for ourselves, lest we be scattered abroad over the face of the whole earth.
The people are behaving as one – they all agree and show a desire to congregate together, rather than spreading across the earth and showing independence of thought and action.
This view seems utopian. No racism; no hatred; no conflict; total harmony and love of fellow man, to the extent that they don’t want to separate.
Yet what happens next, in this context, is incredible.
Verses 6-8: And the LORD said, Behold, the people are one and they have all one language, and this they begin to do; and now nothing will be withheld from them which they have imagined to do. Come, let Us go down, and there confound their language, that they may not understand one another’s speech. So the LORD scattered them abroad from thence upon the face of all the earth; and they left off building the city.
Rather than supporting human endeavour, God seems to be punishing it – and actually destroying this unity, so that mankind is forced to spread out across the world. The question is why? What is so wrong with thinking the same, acting the same and believing the same? The text even suggests that mankind would have been able to do whatever it wanted to do, had God not acted.
I believe that in fact there is a lesson for business here. Imagine two businesses: the first expects conformity, has top-down management that gives instructions and punishes a failure to obey. Such a business will quickly oust anybody who fails to follow company mores – leading to a strong culture, and way of working. In contrast, the second business encourages diversity and embraces change. There may also be a strong culture for this second business but it will be based on flexibility and recognition that each staff member is an individual and it will respect their differing opinions.
The first business would succeed when their isn’t much competition and where the business environment is stable and unchanging. In fact such a business could become a powerhouse in such circumstances, as its single purpose and single mind would allow it to do whatever it wanted.
Unfortunately in the 21st century, this doesn’t happen. All business faces competition and change is a fact of life. A business that was unwilling to respect differing opinions would fall into an almost idolatrous believe in routine, and be unable to change course easily. It would be impossible to suggest that an agreed business plan had weaknesses – as challenging the established order would be anathema. In contrast, the second business type would flourish as it would take ideas from wherever or whoever they came from, and use them as relevant. Flexibility would be key, and such a business would be able to move out to new markets and geographies.
That is the lesson of the story of the Tower of Babel: diversity is key as expecting the world to remain constant is not the real world. Change is inevitable and fearing change is poor management. Instead businesses that respect different ideas and opinions are the ones that can adapt and grow – rather than those for which routine becomes their business idol.