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Why Jointness is so hard to achieve?. 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 . - PowerPoint PPT Presentation
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Why Jointness is so hard to achieve?
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• 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.
• Most convenient body to make Jointness with is the public. The
hardest are 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.
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Two main reasons
• The struggle for power in every complex system ;
• Bureaucratic inflexibility suppresses working
relationships between the system’s parts.
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The struggle for power
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Organizations are complex systems organized around a goal
For example
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But, each component in a complex system has its own goal!
• people • departments
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It causes a constant tension between the components of a complex system
& an ongoing war for
“Power”
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Difficulties in establishing Jointness
A competing organization
A non-competing organization
The
Publi
c (t
he
easi
est)
easy
hard
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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.).
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For the Police, Jointness with a municipality is much easier than with other security organization!
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What power is?
11
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Power
The 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 1
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Therefore, the system needs a driving force that will lead it to achieve its goals!
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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.
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We can see it in networks
Informal power
The powerful factors in the net are called “Hubs"
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"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…
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Power can be used positively and negatively ...
• positively - to
achieve
organizational &
personal goals;
• Negatively: to
prevent cooperation.
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Power can be used, both in direct and indirect ways
Indirect activation of power is
called Influence
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Distribution of power determines the organization’s nature
• Good communication Free data transfer
• Bad communication• Many disconnections
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Formal power
20
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• The system ensures the achievement of its goals, by creating an administrative layer.
• Formal power is granted through authority and responsibility
Creating an organizational aristocracy
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They are the organization’s energy generators
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Therefore, power is the most important component in the system!
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The powerful clique in the organization is called: "aristocracy" ("rule of the best")
When it degenerates
and becomes corrupt
it is called “Oligarchy"
Aristotle
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“Organizational Aristocracy"
• Dominant class
• Usually closed almost
completely to the other
members of the
organization
• whose members hold most
of the power and control the
decision-making process
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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.
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Aristocracy should come from the core departments
from the departments
that contribute directly to
achieve the
organization’s goals!
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When services’ departments take over power, an oligarchy is created
I am so happy that the hole is not on our side ...
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“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
processes
• important 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"
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“The iron law of oligarchy”
Tendency of aristocracy to become oligarchy
is natural (the German sociologist Robert Michels)
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“Relevance gap” - a "disease" that characterizes Oligarchy Rule
Point of departure
RealityPerceived reality
Relevance gap
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Military
organizations and
government
agencies usually
suffer from
“Relevance gap”
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Aristocracy and oligarchy can be identified and measured through network diagnosis
Funds Marketing Operation Sales Procurement Management
Sales department (core) under services departments
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We can see it in the network too
תפעול
מכירות
הנהלה
Management
Services
Sales
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Power in practice
35
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"objective" Vs. "subjective“ power
• "Objective": the
potential power;
• "Subjective": the
perceived power
in the eyes of
others.
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Actual power can be equal, bigger or smaller than the potential
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When actual power is equal to the potential
When you use
everything you
can! Nothing is
enough!
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For example: Israel in 1948 War
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When actual power is bigger than the potential
Smart use of fraud makes the
impact of your power look
bigger. Everyone buys the
story…
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For example: "The strategy of insane countries”
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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.
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Israel is not willing to pay a price for the war with Hamas, and therefore agrees to a state of strategic equality
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USA Vs. Russia in Ukraine crisis , Feb 2014
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Power causes Jointness
Everyone want to
be close to a
strong &
successful guy
(and vice versa)
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But, Power also prevants Jointness
Everyone want to be close to a strong &
successful guy and vice versa
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But, The powerful factors do not need Jointness…
Usually they cooperate only with loyal supporters, who do
not endanger them..
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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…”)!
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Power is reflected when…
… a powerful factor prevents Jointness from us!
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Feature: "strong dislike Jointness" is fractalThe smallest & the largest are the same!
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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 • Countries
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Remember that? That's a lie!
Only the strongest
will eat!
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We can easily see it in Organizational Network Analysis (ONA)
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A demonstration
The most powerful
workers in the organization
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The main collaborators are the weak!
No. 1 in power is no.
19 in jointness
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Creating Organizational
Power
56
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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!
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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 victory
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There are two catalysts that accelerate interacting in social / organizational networks
• Network Halo
(passive(
• Network
Accelerator
(active)
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Network Halo (passive(
Factor that attracts
others to the network
only by his presence
inside.
I’m the General’s friend…
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Network Accelerator (active)
State Comptroller: the previous
Commissioner promoted his
brother!
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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!
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Once we
accumulate a critical
mass of power, the
“Hub” begins to grow
rapidly alone;
And vice versa!
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64Everyone wants to join a big hub…
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65
And vice versa!No-one wants to join a crashed hub…
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It happens in a very short time…
Networks are dynamic, and the seeds of the collapse are already there from the beginning!
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אובססיביים העוצמה שבעלי הסיבה זו...להגדיל העת כל אותה
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!
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The struggle
over Power
68
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Power struggles are common in complex systems
And when it is done in a proportionate manner, it's healthy!
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70
Stability, is only the result of a temporary equilibrium
That’s why there is never an everlasting peace in a complex system!
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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!
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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.
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There are many organizations controlled by their workers unions
Such unions are, actually, "oligarchy"
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The struggle over power in the network…
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2
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3
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Power is expressed through the control of territories
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"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.;
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These territories are bounded by "boundaries"
This separation can be
formal or informal and
dynamic
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Changes in the distribution of power cause pressure to change the status quo borders
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overachieving
81
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Significant intervention of a sub-system in
the “task environment” &
overachieving...
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83
… will cause other factors to act, in order to change things
back to the former status
quo
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Because of overachieving…
• Systems may find
themselves in a worse
condition than the
opening.
• For example, Germany
and Japan after World
War II
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Muhammad Morsi’s case:
overachieving pushed the army into the arms of the opposition…
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Israeli police former commissioner exaggerated in promoting his own people. The outcome: they "neutralized" as soon as he left his job!
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Therefore, moderate actions & achievements are better in the long run!
87
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More examples:88
• Treaty of Versailles after World War I;
• 6 Day War; • American
victory in Iraq; • And more ...
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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!
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Reconstruction of Germany and Japan after World War II
90
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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.
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92
Moshe Dayan proposed to withdraw from the Suez Canal after the 6 Day War ....
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Why didn’t they do it?
Because no one
gives up power,
until it is too late!
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94
This is a very smart strategy in organizations too...
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Remember the Tango wisdom
בעלות הברית •
בתום מלחמת
העולם השנייה;
בן גוריון במלחמת •
העצמאות;
משה דיין ורעיון •
הנסיגה מהתעלה;
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Measuring
Jointness
96
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"If you can't measure it, you can't manage it…”
Power and Jointness can be measured quantitatively
Peter Drucker
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Of individuals…
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… teams & departments
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Two main reasons
• The struggle for power;
• Bureaucratic inflexibility.
Remember??
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Bureaucratic inflexibility
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Organizations can be divided to five perceptual modes, by the distribution of the organizational power
Disintegration
Chaos
Edge of Chaos
Order
Stagnation
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Chaos: the lack of a dominant power in the organization, drifting uncontrollably from side to side
104TECI
Chaos is characterized by the absence of a
framework
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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).
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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!
107TECI
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.
108TECI
• Small head and a very large body • Laziness and inability; • Loss of flexibility; • Disintegration and loss of relevance
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Disintegration: like a fox frozen and trapped in the car lights
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We can use this model for other purposes, for example, to understand Terore:
Disintegration
Chaos
Edge of Chaos
Order
Stagnation
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Mobility between modes111
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When degenerating into chaos, return buck is possible if treated on time
Chaorder -
creating a
new order out
of chaos
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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!
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The organization mode between
chaos & order can be diagnosed &
measured quantitatively
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What are the tools for transition between modes? (1)
1. Responsibilities, authority, command and control
operations are close to the filled or far away;
2. Low hierarchies Vs. “bureaucracy rule”;
3. Aristocracy Vs. Oligarchy;
4. Few procedures Vs. “The rule of procedures”;
5. High status of the workers Vs. “The rule of
managers”
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What are the tools for transition between modes? (2)
1. Lack of organizational barriers Vs. multitude of
barriers.
2. Connectivity Vs. dis-connectivity.
3. Fights over professional issues Vs. fights over
ego.
4. Procedure before substance.
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So, What do you think are are the chances to establish Jointness?
Stagnetion
Order
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I hope I was helpful
!
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