How division creeps into teams
Why 'Us vs. Them' thinking is k*lling your culture—and what to do about it
When a child falls, their reaction often depends on how the adults around them respond. If the adults panic, the child cries. If they stay calm, the child brushes it off and keeps playing. Similarly, when you tell a close friend, “X person is bad news,” they’ll likely adopt your opinion without question. These are examples of how easily influence shapes behavior—and it’s no different in the workplace.
Over the years as a manager, I’ve seen my fair share of divisions: teams pitted against teams, departments at odds with each other, and even fractures within small groups. Companies mirror society, with norms, rules, and tribal tendencies—making some division inevitable. And while some level of division might be natural, reinforcing it is a choice—and one that I don't necessarily agree with.
The Problem with “Us vs. Them” Mentality
One of the biggest culprits of workplace division is language. Words matter. When leaders talk about “shielding the team” or “protecting our group,” they’re drawing lines—often unintentionally. I make it a point to never use language that creates division. Instead of “them,” I use names. Instead of “protecting,” I focus on collaboration.
Even without explicit language, divisions can form. Sometimes, it’s within the same company or department. You’ll have a group of people who are supposed to be working toward the same goals, and their efforts are sabotaged—not by external forces, but by their own biases, egos, and unconscious behaviors.
It’s a subtle and crucial shift. Too often, I’ve seen organizations—sometimes even small teams—undermine their own success by allowing an "us vs. them" mentality to take root. When this happens, people stop working towards shared goals and instead prioritize their own team’s agenda, sometimes even unintentionally sabotaging overall progress.
How to Break Down Silos
To overcome this challenge, teams and departments must learn to work together—not just in theory but in practice. That means:
Setting a shared vision and goals. Everyone should be aligned on the bigger picture, not just their team’s immediate priorities.
Fostering a culture of collaboration over competition. Departments shouldn’t operate as rival factions; they should function as interconnected parts of the same system.
Encouraging self-reflection and adaptability. Leaders, especially department heads, need the humility to challenge their own perspectives and biases.
Prioritizing competence, low ego, and emotional intelligence. Building a team with these qualities makes alignment far easier in the long run.
Achieving this is no small feat—different teams have different ways of thinking, shaped by cultural backgrounds, past experiences, and personal philosophies. And it’s not impossible. With intentional leadership and the right mindset, businesses can create a work environment that thrives on unity rather than division.
The Role of Culture and Experience
Workplace dynamics don’t exist in a vacuum. They’re shaped by a variety of factors: the topics being discussed, cultural backgrounds, and past experiences—both good and bad. A team that’s been through a tough project together might emerge stronger, and they might also develop biases against other teams who weren’t in the trenches with them.
Understanding these nuances is key to breaking down silos. It’s not enough to say, “We need to work together.” You have to address the underlying tensions and create opportunities for teams to connect on a human level. Team-building activities, cross-departmental projects, and open forums for feedback can all help bridge the gap.
The Bigger Picture
Tribalism in the workplace isn’t just a management challenge—it’s a cultural one. Left unchecked, it can derail even the most promising companies. When addressed with intention and care, it can be transformed into a source of strength.
The goal isn’t to eliminate differences but to harness them. When teams with diverse perspectives come together around a shared vision, the results can be extraordinary. It’s not easy, but it’s worth it. After all, a company that rows together grows together.
If you enjoyed my article, please subscribe! I started writing to share my experience as a manager with other managers. Today I write whatever comes to my mind, with little or no preparation and about my daily thoughts and experiences. I must say that this brings me more satisfaction than in the past. I am happy to write more often and more content that is deeply connected to my thoughts. Thanks for reading!