Can feudalism teach us how to create thriving teams?

The origins of the modern workplace evolved alongside the development of industrial capitalism. However, communities within earlier social systems may have been able to teach us a thing or two when it comes to creating thriving teams in the workplace.

What is feudalism?

Feudalism is an economic, political, and social system that existed in Europe from the ninth to the fifteenth centuries. It was a way of structuring society around relationships derived from the holding of land in exchange for service or labour.

Peasants worked the land and paid rents (often in the form of crops or livestock) and performed labour for the lord, who, in return, provided them with protection and a place to live.

Whilst the pros and cons of the feudal system have been widely debated, and experiences varied greatly throughout the Middle Ages, there are aspects of this system that worked very effectively.

Flexibility

Feudal communities were based on a flexible division of labour.

Families and communities often worked at home and as a unit, ensuring that everyone remained integrated. Tasks, roles and responsibilities were not rigidly fixed but could be adapted, shared, or reallocated among workers according to changing needs, conditions, or worker capabilities.

This enabled every member of the community to work in a way that was best suited to their skills and also their needs, whether that be due to caring responsibilities, pregnancy, a short-term illness, a disability or otherwise.

Maximising efficiency

Peasants took time out to recover and had autonomy over their working day.

They worked intensively during planting and harvest seasons but had lighter workloads during other times of the year. This seasonal rhythm allowed for longer breaks and more rest periods, helping peasants recover physically and mentally, which was beneficial for their well-being.

Peasants, although subject to obligations from landlords or feudal lords, often had a certain degree of autonomy over their daily routines and work practices. They could decide when to take breaks, pace their work, and organise their tasks around personal and community needs.

The variety and autonomy in work allowed for better engagement and less fatigue.

Working together on larger projects

Communities worked together on large-scale projects.

Peasants often helped each other with heavy tasks such as ploughing fields, building houses, and repairing community structures. This mutual aid was essential for completing labour-intensive tasks that one family could not handle alone.

Projects like building mills, barns, or common pastures required collective effort. These structures were crucial for the community’s survival.

Sharing knowledge

Peasants shared knowledge to benefit the entire community.

Sharing information about agricultural practices, such as crop rotation, the use of manure for fertilisation, and pest control techniques helped improve yields and reduce losses.

Sharing knowledge was a useful way to manage risk by ensuring that key tasks could be carried out by several people and that knowledge was passed down through generations.

Team goals

Communities worked together harmoniously to achieve a common goal.

The peasants worked together to sustain their communities and fulfil the obligations imposed by their lords. Rather than have set quotas, they tended to work together as family units producing whatever was necessary for self-sustenance.

Managing grievances

Feudal communities had effective ways of managing community disputes.

The manorial court, overseen by the lord or his steward, was where disputes among peasants were resolved, and where they could bring grievances. The court’s decisions affected the entire community, so participation and cooperation in this judicial process were essential for maintaining peace and order.

Comment

Do your teams have community spirit? What can you take from the experiences of feudal communities that will enable your teams to thrive?

Consider:

• Do you provide sufficient flexibility to enable all employees to work at their best?
• Do you play to the strengths of your team members?
• Do employees take sufficient rest breaks/annual leave?
• Do you allow your employees the autonomy to carry out their work in a way that maximises efficiency?
• Do you engage team members in working together to get larger projects over the line?
• Are you managing risk and succession by ensuring that knowledge is shared across the team?
• Are members of your teams working together to achieve common goals?
• Do you have effective means of managing disputes which ensure that everyone feels heard?