The 2008 elections shattered historical precedents and pushed race and gender back to the forefront of our national consciousness. The wide range of reactions to the efforts of Barack Obama, Hillary Clinton, and Sarah Palin dramatically reflected ongoing conflicts over diversity in our society, especially in the venue where people are most likely to encounter them: work. As more and more people who aren’t white men enter corporate America, we urgently need to learn how to avoid clashes over these issues and how to resolve them when they do occur. Thomas Kochman and Jean Mavrelis have been helping corporations successfully do that for over twenty years. Their diversity training and consulting firm has helped managers and employees at numerous companies recognize and overcome the cultural bases of miscommunication between ethnic groups and across gender lines—and in Corporate Tribalism they seek to share their expertise with the world. In the first half of the book, Kochman addresses white men, explicating the ways that their cultural background can motivate their behavior, work style, and perspective on others. Then Mavrelis turns to white women, focusing on the particular problems they face, including conflicts with men, other women, and themselves. Together they emphasize the need for a multicultural—rather than homogenizing—approach and offer constructive ideas for turning the workplace into a more interactive community for everyone who works there. Written with the wisdom and clarity gained from two decades of hands-on work, Corporate Tribalism will be an invaluable resource as we look toward a future beyond the glass ceiling.

In the past, neo-tribalism in a Western context has been feared as leading to blindness or irrationality. In today's business world, tribalism represents a conscious separation of the individual ego for the good of the community. This is the key to understanding the success of the most innovative businesses in the 21st century.

It’s a fact of life: birds flock, fish school, people “tribe.” Malcolm Gladwell and other authors have written about how the fact that humans are genetically programmed to form “tribes” of 20-150 people has proven true throughout our species’ history. Every company in the word consists of an interconnected network of tribes (A tribe is defined as a group of between 20 and 150 people in which everyone knows everyone else, or at least knows of everyone else). In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show corporate leaders how to first assess their company’s tribal culture and then raise their companies’ tribes to unprecedented heights of success. In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright discovered a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies’ tribes to maximize productivity and profit: the author’s research, backed up with interviews ranging from Brian France (CEO of NASCAR) to “Dilbert” creator Scott Adams, shows that over three quarters of the organizations they’ve studied have tribal cultures that are adequate at best.

Discusses the impact of interdepartmental rivalries, and explains how managers can improve relations between warning groups

A consulting psychologist since 1975, Wilcock has been researching the parallels between corporations and tribes for 30-some years, and argues that modern corporations are simply evolved tribes. He traces changes in the basic tribal structures, roles, pecking orders, rituals, and practices as human civilization progressed from hunting and gathering

A comprehensive resource on the formation of tribal business entities. Hailed in Indian Country Today as offering "one-stop knowledge on business structuring," the Handbook reviews each type of tribal business entity from the perspective of sovereign immunity and legal liability, corporate formation and governance, federal tax consequences and eligibility for special financing. Covers governmental entities and common forms of business structures.

The New York Times bestselling author of The Case for Trump explains the decline and fall of the once cherished idea of American citizenship. Human history is full of the stories of peasants, subjects, and tribes. Yet the concept of the “citizen” is historically rare—and was among America’s most valued ideals for over two centuries. But without shock treatment, warns historian Victor Davis Hanson, American citizenship as we have known it may soon vanish. In The Dying Citizen, Hanson outlines the historical forces that led to this crisis. The evisceration of the middle class over the last fifty years has made many Americans dependent on the federal government. Open borders have undermined the idea of allegiance to a particular place. Identity politics have eradicated our collective civic sense of self. And a top-heavy administrative state has endangered personal liberty, along with formal efforts to weaken the Constitution. As in the revolutionary years of 1848, 1917, and 1968, 2020 ripped away our complacency about the future. But in the aftermath, we as Americans can rebuild and recover what we have lost. The choice is ours.

To distinguish tribes and tribal societies from tribalism, it’s important to know about tribes, tribalism, tribal behavior, and why tribes are important in some countries. In this scholarly work, the author examines the origin of tribes and why it is necessary to have tribes in several cultures. In addition, the book provides empirical evidence that links tribalism to ethically suspect behaviors, such as unfairness, dishonesty, a lack of equity, and corruption. The author explains why globalization has reduced corruption in many governments worldwide. Generally speaking, the author argues a myriad of reasons cause people in tribal countries to behave unethically, including tribalism and other tribal consequences such as oppression. Other topics include: the history of ancient tribes, the importance of tribes for several societies, tribal identity, and why people are blindly loyal to a tribe. Filled with examples, the book explains why tribalism is a cultural behavior different from other cultural values. The author also argues that researchers should consider adding tribalism to Hofstede’s Cultural Values that differentiate societies from one another. The book includes a tribalism measure for those who want to measure tribalism at the individual level.

How should a Western company manage cross-culturally corporate values in its foreign subsidiaries? Do these values make sense everywhere and can they assumed to be universal or, on the contrary, are they culturally Western specific? Philippe d’Iribarne provides answers to these timely and urgent questions, based on research carried out in the subsidiaries of a leading global company, Lafarge, in the contrasting cultural environments of China, the United States, France and Jordan. It appears that, in a large part of the world, people's expectations are similar; they expect from a good employer clear and decisive leadership, and fair and compassionate treatment, helping them to live a good life. But treating these expectations as the ‘same’ could be misleading. Western companies with a humanistic orientation are well positioned to fulfil them, provided they are willing, in each and every geography, to take into account the local vision of the right way to achieve a good life. By following the example presented in this book, companies who care can deliver economic efficiency as well as progressive people management in the countries in which they operate.

Discusses the failure of America's political elites to recognize how group identities drive politics both at home and abroad, and outlines recommendations for reversing the country's foreign policy failures and overcoming destructive political tribalism at home.