Why Jointness is so - PowerPoint Presentation

Slide1

Why Jointness is so

hard

to achieve?Slide2

Jointness is hard to achieve mainly because of two reasons: (1) The constant struggle for power in every complex system & (2) The bureaucratic inflexibility

suppresses

working relationships between the system’s parts.The easiest to create Jointness with are the public` & the hardest are with competing organizations from the same field or under the same supervisor.Organizations can be divided to five perceptual modes, by the distribution of the organizational power: Disintegration, Chaos, The Edge of Chaos, Order & Stagnation. Slide3

Two main reasons

The struggle for

power in every complex system ;Bureaucratic inflexibility suppresses working relationships between the system’s parts.Slide4

The struggle for powerSlide5

Organizations are complex systems organized around a goal

For exampleSlide6

But, each component in a complex system has its own goal!

people

departmentsSlide7

It causes a constant tension between the components of a complex system

& an ongoing

war for “Power”Slide8

Difficulties in establishing Jointness

easy

hardSlide9

the most difficult to establish Jointness with:

Jointness with an agency, that

competes with you over power: Two agencies in the same ministry: Police & Jail Services in Israel etc.; Two organization from the same

domain

: two intelligence organizations,

etc

.).Slide10

For the Police, Jointness with a municipality is much easier than with other security organization! Slide11

What power is?

11Slide12

PowerThe ability to

force

someone in the system / organization to do what I want, even if it is against his interest.There are organizations that form their wage policy according to the distribution of power!

Demonstration 1Slide13

Therefore, the system needs a driving force that will lead it to achieve its goals!Slide14

Power sources

Formal:

authority and responsibility involved in ego; Informal: a combination of one or more of the following components: an extraordinary personality, being the center of significant knowledge, exceptional personal ability to create interpersonal relationships and the like.Slide15

We can see it in networks

Informal power

The powerful factors in the net are called

“Hubs

"Slide16

"Hub" is characterized by many ties that connect to it

This

means that everyone wants to connect to those who have the power: Jointness is a wonderful tool for the week…Slide17

Power can be used positively and negatively ...

positively

- to achieve organizational & personal goals; Negatively: to prevent cooperation.Slide18

Power can be used, both in direct and

indirect

waysIndirect activation of power is called InfluenceSlide19

Distribution of power determines the organization’s nature

Good communication

Free

data transfer

Bad communication

Many disconnectionsSlide20

Formal power

20Slide21

The system ensures the achievement of

its goals, by creating an

administrative layer. Formal power is granted through authority and responsibility

Creating

an organizational

aristocracySlide22

They are the organization’s energy generatorsSlide23

Therefore, power is the most important component in the system!Slide24

The powerful clique in the organization is called: "aristocracy" ("rule of the best")

When it degenerates and becomes corrupt

it is called “Oligarchy"

AristotleSlide25

“Organizational Aristocracy"

Dominant class

Usually closed almost completely to the other members of the organizationwhose members hold most of the power and control the decision-making processSlide26

Why the organization needs “Aristocracy”?

Dominant group

creates an identity of interest between their personal goals & those of the organization.There way to increase power is to the success of the organization.Slide27

Aristocracy should come from the core departments

from the departments that contribute

directly to achieve the organization’s goals!Slide28

When services’ departments take over power, an oligarchy is created

I am so happy that the hole is not on our side ...Slide29

“Organizational oligarchy" the System is damaged

A Group that dominates the organization due to their proximity to the ear of the CEO;

From this day forwards, they control the decision-making processesimportant decisions will be made only if they strengthen oligarchy, or al least, do not harm the existing distribution of power in the organization. It also called: “Bureaucracy Rule"Slide30

“The iron law of oligarchy”

Tendency of aristocracy to become oligarchy is

natural (the German sociologist Robert Michels)Slide31

“Relevance gap” - a "disease" that characterizes Oligarchy Rule

Point of departure

Reality

Perceived reality

Relevance gapSlide32

Military organizations and government agencies usually suffer from “Relevance gap” Slide33

Aristocracy and oligarchy can be identified and measured through network diagnosis

Funds

Marketing Operation Sales Procurement Management

Sales department (core) under services

departmentsSlide34

We can see it in the network too

תפעול

מכירות

הנהלה

Management

Services

SalesSlide35

Power in practice

35Slide36

"objective" Vs. "subjective“ power

"Objective":

the potential power; "Subjective": the perceived power in the eyes of others.Slide37

Actual power can be equal, bigger or smaller than the potentialSlide38

When actual power is equal to the potential

When you

use everything you can! Nothing is enough!Slide39

For example: Israel in 1948 WarSlide40

When actual power is bigger than the potential

Smart use of fraud makes the impact of your power look

bigger. Everyone buys the story…Slide41

For example: "The strategy of insane countries”Slide42

When actual power is smaller than the potential

Beautiful girl

who is not aware of her beauty; Using force is limited by legal barriers / procedural / ethical / cultural.Slide43

Israel is not willing to pay a price for the war with Hamas,

and therefore

agrees to a state of strategic equalitySlide44

USA Vs. Russia in Ukraine crisis , Feb 2014Slide45

Power causes Jointness

Everyone want to be close to a strong & successful guy

(and vice versa)Slide46

But, Power also prevants Jointness

Everyone want to be close to a strong &

successful guy and vice versaSlide47

But, The powerful factors do not need Jointness…

Usually they cooperate only with loyal supporters, who

do not endanger them..Slide48

When they join other powerful factors it is only for survival

And the pay a big price for it, in the future

(“No free Lunch…”)!Slide49

Power is reflected when…

… a

powerful factor prevents Jointness from us!Slide50

Feature: "strong dislike Jointness" is fractal

The smallest & the largest are the same!Slide51

This behavior is true for the smallest & for the biggest:

People

in the organization Departments in the organization Different organizations in the same government office Various government ministries

CountriesSlide52

Remember that? That's a lie!

Only the

strongest will eat!Slide53

We can easily see it in Organizational Network Analysis (ONA)Slide54

A demonstration

The most powerful workers in the organizationSlide55

The main collaborators are the weak!

No. 1 in power is no.

19

in

jointnessSlide56

Creating Organizational Power

56Slide57

How can we create Power?

Requires a hard Sisyphean

work in the beginning:Adding steady connections;Maintaining existing connections;Avoiding abandonment; It requires political skills!Slide58

Israel worked very hard to become U.S. ally

It achieved it, only after adding itself a lot of

power in the Six-Day War's victorySlide59

There are two catalysts that accelerate interacting in social / organizational networks

Network

Halo (passive(Network Accelerator (active)Slide60

Network Halo (passive(

Factor that attracts others to the network

only by his presence inside.

I’m the General’s friend…Slide61

Network Accelerator (active)

State

Comptroller: the previous Commissioner promoted his brother!Slide62

Considering power & Jointness, this is the right thing to do (but…)

President Kennedy's brother, Bobby, was appointed attorney general, and was a key figure in the

government!Slide63

Once we accumulate a critical mass of power, the “Hub” begins to grow rapidly alone; And vice versa!Slide64

64

Everyone wants to

join

a big hub…Slide65

65

And vice versa

!

No-one wants to

join a

crashed hub… Slide66

It happens in a very short time…

Networks are

dynamic, and the seeds of the collapse are already

there from the beginning! Slide67

זו הסיבה שבעלי העוצמה אובססיביים להגדיל אותה כל העת...

We are in the condition of

a person who caught a wolf

ears,

and does not dare to let him go

(Hitler, before

the Battle of Kursk)

The faster you grow, the chance to collapse gets bigger!Slide68

The struggle over Power

68Slide69

Power struggles are common in complex systems

And when it is done in a proportionate manner, it's

healthy!Slide70

70

Stability, is

only the

result of a

temporary

equilibrium

That’s why there is never an everlasting peace in a complex system!Slide71

organizational politics

The use of power and social networking within an organization, to achieve changes that benefit the organization or individuals within it.

Jointness is a tool to be affective, but it limited to cliques (cooperating with my allies and prevent cooperation from others!Slide72

organizational Culture - a tool to commemorate the power distribution

Values that

​​powerful factors installed in the organization, in order to assist them to keep power in their hands.When Oligarchy

takes

power, the organizational

politics and culture work

against

the

organization’s interests.Slide73

There are many organizations controlled by their workers unionsSuch unions are, actually,

"oligarchy"Slide74

The

struggle over power

in the network…Slide75

2Slide76

3Slide77

Power is expressed through the control of territoriesSlide78

"Territory" expresses ownership of one or more of the following:

Virtual assets:

occupations, roles, powers, responsibilities, knowledge etc. Human asset: allies, supporters, etc.; Physical assets such as land, vehicles, offices, etc.;Slide79

These territories are bounded by "boundaries"

This separation

can be formal or informal and dynamicSlide80

Changes in the distribution of power cause pressure to change the status quo bordersSlide81

overachieving

81Slide82

82

Significant intervention of

a sub-system in the “task environment” &

overachieving

...Slide83

83

… will cause other factors to act, in order to change things

back

to

the former

status quo Slide84

Because of overachieving…

Systems may find themselves

in a worse condition than the opening. For example, Germany and Japan after World War IISlide85

Muhammad Morsi’s case:

overachieving pushed the army into

the arms of the opposition…Slide86

Israeli police former

commissioner

exaggerated in promoting his own people.

The

outcome: they

"neutralized" as soon as he

left his job!Slide87

Therefore, moderate actions & achievements are better in the long run!

87Slide88

More examples:

88

Treaty of Versailles after World War I;

6 Day War;

American victory in Iraq;

And more ...Slide89

A positive example: the Congress of Vienna from 1814 to 1815 created the new Europe

after the fall of Napoleon

A Jointness with France to create a better future!Slide90

Reconstruction of Germany and Japan after World War II

90Slide91

Ben Gurion un the War of 1948

He

feared that if Israel would occupy the all area between the Mediterranean and the Jordan river, the UN would force her to establish another Arab state near Israel.Slide92

92

Moshe Dayan proposed to withdraw from the Suez Canal

after the 6 Day War ....Slide93

Why didn’t they do it?Because no one gives up

power

, until it is too late! Slide94

94

This is

a

very

smart strategy

in organizations

too...Slide95

Remember the Tango wisdom

בעלות הברית בתום מלחמת העולם השנייה;

בן גוריון במלחמת העצמאות;משה דיין ורעיון הנסיגה מהתעלה;Slide96

Measuring Jointness

96Slide97

"If you can't measure it, you can't manage it…”

Power

and Jointness can be measured quantitatively

Peter DruckerSlide98

Of individuals…Slide99

… teams & departmentsSlide100

Two main reasonsThe struggle for power

;

Bureaucratic inflexibility.

Remember??Slide101

Bureaucratic inflexibilitySlide102

Organizations can be divided to five perceptual modes, by the distribution of the organizational powerSlide103

Chaos: the lack of a dominant power in the organization, drifting uncontrollably from side to sideSlide104

Chaos is characterized by the absence of a frameworkSlide105

Edge of chaos: a very limited power center in the organization

Young

and small organizations getting started (eg, start-up organizations);Opportunities at their peak, but also the risks (to degenerate into chaos and crumble).Slide106

Order: rule of the aristocracy

Aristocracy

from core departments ensures the organization’s long-term goals;Control is not total, allowing reasonable freedom and flexibility.

This is the

ideal

place for

military organizations!Slide107

Stagnation: the rule of oligarchs - the rule of bureaucracy

Stagnation is required to

avoid undermining the privileges all the time; Anti-intellectual culture; Innovation only in the service of oligarchy interests.Slide108

Small head and a very large body

Laziness and inability;

Loss of flexibility;

Disintegration and loss of

relevanceSlide109

Disintegration: like a fox frozen and trapped in the car lightsSlide110

We can use this model for other purposes, for example, to understand Terore: Slide111

Mobility between modes

111Slide112

When degenerating into chaos, return buck is possible if treated on time

Chaorder

- creating a new order out of chaosSlide113

But, moving back from stagnation to order is almost impossible, because the oligarchy will prevent it

Only a

strong crisis that will make Oligarchy lose their power will make it possible!Slide114

The organization mode between chaos & order can be diagnosed & measured

quantitatively

Slide115

What are the tools for transition between modes? (1)

Responsibilities, authority, command and control operations

are close to the filled or far

away;

Low hierarchies Vs. “bureaucracy rule”;

Aristocracy

Vs.

Oligarchy

;

Few

procedures

Vs

. “The

rule of

procedures”;

High

status of the workers Vs.

“The rule of

managers”Slide116

What are the tools for transition between modes? (2)

Lack

of organizational barriers Vs. multitude

of

barriers.

Connectivity Vs

.

dis-connectivity.

Fights

over

professional issues

Vs.

fights over ego.

Procedure before substance. Slide117

So, What do you think are are the chances to establish Jointness?Slide118

I hope I was helpful!

118