In this edition of Author Talks, McKinsey Global Publishing’s Christine Y. Chen engages in a captivating conversation with Michael Morris, the Chavkin-Chang Professor of Leadership at Columbia University Business School. Morris delves into his new book, "Tribal: How the Cultural Instincts That Divide Us Can Help Bring Us Together" (Thesis/Penguin Random House, October 2024). Through his extensive research and keen observations as a behavioral scientist, Morris unravels the origins of the word "tribe" and dispels the negative connotations often associated with it. He presents a framework that views culture as a positive, malleable entity, capable of being intentionally redefined to unite and inspire people and communities, rather than divide and discourage them. An edited version of the conversation follows, and you can also watch the full video at the end of this page.

Understanding the Misconceptions About "Tribe"

The word "tribe" is an ancient Latin term that originally described ethnic groups forming early nations. It later found its way into other languages through the Bible and was used to refer to various communities. During colonialism, it took on pejorative connotations of stasis and primitivism. However, tribe remains the best word to capture the feeling of being part of a community united by shared ideas, aesthetics, or customs. It has proliferated in ordinary and business discourse due to its significance in describing such communities. Morris emphasizes that we cannot ban the word as it has a long and bright future.There is a dangerous way of thinking that uses the concept of tribalism to explain escalating conflicts without providing practical solutions. Behavioral scientists and evolutionary theorists do not recognize this approach. Morris aims to counter this "toxic tribalism" by researching the basic social instincts that shape human behavior and how they create loyalties and biases.

Why Write a Book About Tribalism?

Morris, a behavioral scientist with decades of experience studying individual and organizational behavior, developed a framework for thinking about culture and its relevance to managers. He wanted to debunk the myth that culture is unchangeable and fixed. By providing people with the tools to understand and change culture deliberately, they can better manage and shape their environments.

Tribalism in Sports: The Guus Hiddink Story

Guus Hiddink is a Dutch soccer coach who demonstrated the adaptability of people and cultures. He brought out the talent in underperforming teams by creating new soccer styles. In South Korea, he transformed a faltering team by holding open tryouts and bringing in the world's best teams for exhibition games. The team's success was improbable, and it inspired other organizations to model their cultures after his. This shows how one person's belief in the adaptability of cultures can lead to significant changes.

Tribal Instincts and Signals

We all have multiple cultural identities that are triggered by situational cues. Understanding these triggers is crucial. The peer instinct allows us to imitate peers and work together efficiently. For example, a child from an underperforming school improves their test scores when placed in a higher-performing school due to conformity pressure.The hero instinct emerged about half a million years ago and involves sacrificing for the group. It enables cooperation and the growth of human groups. Symbols of the tribe play a significant role in triggering the hero instinct, as we emulate cultural heroes.The ancestor instinct represents our capacity to learn from the past. It allows us to build on the wisdom of previous generations and accumulate culture. Ceremonies trigger the continuity of evolution and create a traditionalist mindset, but they can also turn off critical thinking.

Leaders Leveraging Tribal Instincts for Cultural Change

Leaders can use different layers of culture to bring about change. Peer codes are sensitive to prevalence signals, and corporations can inspire change by showing people that others like them are doing certain things. Kodak, for example, created a culture of smiling for the camera by giving away inexpensive cameras and developing photo contests.Satya Nadella, the CEO of Microsoft, changed the company's culture from a knowing culture to a learning culture by going on a "listening tour" and understanding customer needs. He recognized structural impediments and put new measures in place.Finally, leaders can use the ancestor instinct through "invented traditions." Thanksgiving is a prime example where Abraham Lincoln created a new holiday to unite the country during a divided time. These examples show how leaders can understand and use the levers of tribal instincts to create cultural change.