Are we wired to be tribal, or can we be more global?

I read a post recently by Christine Comaford, where she makes the case for three drives at the core of human motivations — safety, belonging, and mattering — and that we need to resolve those before we can move on to other, higher aspirations.

Christine Comaford, The 3 Things All Humans Crave–And How To Motivate Anyone, Anytime, Anywhere
Safety, belonging, and mattering are essential to your brain and your ability to perform at work, at home, and in life overall. The greater the feeling of safety, both emotional and physical so we can take risks; the greater the feeling of connection with others, or the feeling that we’re in this together and we belong together; the greater the feeling that we personally matter and make a difference and are contributing to the greater good; then the greater the success of the company, the relationship, the family, the team, the individual.
In every communication, in every conflict, we are subconsciously either reinforcing or begging for safety, belonging, mattering or a combination.
It’s neurological… it’s primal… there is nothing you can do to override or change this subterranean subconscious programming as much as you may try.
Safety means creating an environment where we can take risks and stretch and grow. Is it safe to take risks at your company?
Belonging means creating an environment where we all feel like a tight-knit tribe, we’re all equal and we’re rowing in the same direction to reach our goals. Think about gangs—where people will literally kill to stay in the tribe. That’s how powerful this stuff is.
Mattering means each of us contributes individually in a unique way. We all make a difference. We’re appreciated and publicly acknowledged. Does your company culture work this way?

I buy Comaford’s argument, except for one quibble. I don’t think that a sense of belonging has to come from “feeling like a tight-knit tribe, we’re all equal and we’re rowing in the same direction to reach out goals”. That’s a collaborative, slow-and-tight view of belonging, one that is tied to a small bore view of community.
Let’s step back and imagine a more wide open viewpoint. Before belonging has to come shared values, and it’s only from those values that an organization or an individual gains direction. Yes, there is a sense of community that comes from feeling connected to others who share your values, and that you are all pursuing your ends with those values in mind.
But sharing those values — for example the principle that each of us should have as much autonomy in our work as is possible — does not mean that we have to form a collective, and all march together and subordinating our personal goals to the goals of a company. We don’t have to be rowing in the same identical direction to agree that rowing is a good way to move ahead. Belonging is not limited to only those in a company.
Let’s put this into more prosaic terms. A company hires three freelance designers to work with five full-time staff on a marketing project that will run for a few months. The freelancers can feel a sense of belonging to the project and the community, even though they are not going to remain with the company afterward, because all involved share values, even if they are not ‘equal’ and are not going to share in the long-term corporate benefits of the marketing campaign.
The cooperative ideal is more diffused: the freelancers are going to take their pay and experience with them as they go, and perhaps a reference. That’s not owned by the company. The full-time employees get their pay, and perhaps equity in the company, or a bonus, along with whatever they learned. Each walks away with their own returns.
And it’s possible that all feel like they belong to a community of designers, or the sense of being part of the economic ecosystem that underlies the free interplay of freelancers and companies: a global belonging, not a tribal one.
I have used the term fluidarity to express this new, fluid sort of belonging, the postnormal replacement of solidarity, that sense of unity that a community shares. My belief is that we will rely increasingly on this fluidarity, a more general and greater-than-tribal sense of belonging in the new world of work.