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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!

14TECI

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!

58TECI

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

59TECI

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

• Network Halo

(passive(

• Network

Accelerator

(active)

60TECI

Network Halo (passive(

Factor that attracts

others to the network

only by his presence

inside.

I’m the General’s friend…

61TECI

Network Accelerator (active)

State Comptroller: the previous

Commissioner promoted his

brother!

62TECI

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!

63TECI

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…

66TECI

It happens in a very short time…

Networks are dynamic, and the seeds of the collapse are already there from the beginning!

67TECI

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!

68TECI

The struggle

over Power

68

69TECI

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!

71TECI

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!

72TECI

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.

73TECI

There are many organizations controlled by their workers unions

Such unions are, actually, "oligarchy"

74TECI

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.;

79TECI

These territories are bounded by "boundaries"

This separation can be

formal or informal and

dynamic

80TECI

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

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overachieving

81

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82

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…

86TECI

Israeli police former commissioner exaggerated in promoting his own people. The outcome: they "neutralized" as soon as he left his job!

87TECI

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!

90TECI

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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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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This is a very smart strategy in organizations too...

95TECI

Remember the Tango wisdom

בעלות הברית •

בתום מלחמת

העולם השנייה;

בן גוריון במלחמת •

העצמאות;

משה דיין ורעיון •

הנסיגה מהתעלה;

96TECI

Measuring

Jointness

96

97TECI

"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…

99TECI

… teams & departments

100TECI

Two main reasons

• The struggle for power;

• Bureaucratic inflexibility.

Remember??

101TECI

Bureaucratic inflexibility

102TECI

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

Disintegration

Chaos

Edge of Chaos

Order

Stagnation

103TECI

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

105TECI

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).

106TECI

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

113TECI

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!

114TECI

The organization mode between

chaos & order can be diagnosed &

measured quantitatively

115TECI

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.

117TECI

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

Stagnetion

Order

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I hope I was helpful

!

118