"The Tribal Office" by organizational consultant Gavin Reed tackles the silent killer of modern corporations: the silo effect. Reed argues that as companies grow, human nature drives employees into protective "tribes" (departments) that hoard information, fight for resources, and view other departments as rivals rather than allies. Reed combines anthropology with business case studies (Sony, Microsoft, General McChrystal's Joint Task Force) to show how silos lead to stupidity—where smart individuals make dumb collective decisions because they lack context. He illustrates how the "Need to Know" culture stifles innovation. The book offers a blueprint for "cross-functional fluidity." Reed advocates for rotating desks, shared metrics (so Sales cares about Product's problems), and the destruction of middle-management fiefdoms. He emphasizes that breaking silos isn't just about software tools (Slack/Teams), but about changing the incentive structures that reward selfishness. A guide for leaders who want their organization to move as one organism, not warring factions.