Why Jointness is so hard to achieve?

1. Why Jointness is so hard to achieve?

2. 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.

3. Two main reasons • The struggle for powerin every complex system ; • Bureaucratic inflexibilitysuppresses working relationships between the system’s parts.

4. The struggle for power

5. Organizations are complex systems organized around a goal For example

6. But, each component in a complex system has its own goal! • people • departments

7. It causes a constant tension between the components of a complex system & an ongoing war for “Power”

8. Difficulties in establishing Jointness hard easy

9. the most difficult to establish Jointness with: Jointness with an agency, thatcompetes 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.).

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

11. What power is?

12. 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

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

14. 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.

15. We can see it in networks The powerful factors in the net are called “Hubs" Informal power

16. "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…

17. Power can be used positively and negatively ... • positively- to achieve organizational & personal goals; • Negatively:to prevent cooperation.

18. Power can be used, both in directand indirectways Indirect activation of power is called Influence

19. Distribution of power determines the organization’s nature • Bad communication • Many disconnections • Good communication Free data transfer

20. Formal power

21. Creating an organizational aristocracy The system ensures the achievement of its goals, by creating an administrative layer. Formal power is granted through authority and responsibility

22. They are the organization’s energygenerators

23. Therefore, power is the most important component in the system!

24. The powerful clique in the organization is called: "aristocracy" ("rule of the best") When it degenerates and becomes corrupt it is called “Oligarchy" Aristotle

25. “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

26. 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.

27. Aristocracy should come from the core departments from the departments that contribute directly to achieve the organization’s goals!

28. When services’ departments take over power, an oligarchy is created I am so happy that the hole is not on our side ...

29. “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"

30. “The iron law of oligarchy” Tendency of aristocracy to become oligarchy is natural (the German sociologist Robert Michels)

31. “Relevance gap” - a "disease" that characterizes Oligarchy Rule Perceived reality Reality Relevance gap Point of departure

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

33. Aristocracy and oligarchy can be identified and measured through network diagnosis Funds Marketing Operation Sales Procurement Management Sales department (core) under services departments

34. We can see it in the network too הנהלה Management Services תפעול Sales מכירות

35. Power in practice

36. "objective" Vs. "subjective“ power • "Objective":the potential power; • "Subjective": the perceived power in the eyes of others.

37. Actual power can be equal, biggeror smaller than the potential

38. When actual power is equal to the potential When you use everything you can! Nothing is enough!

39. For example: Israel in 1948 War

40. When actual power is bigger than the potential Smart use of fraud makes the impact of your power look bigger. Everyone buys the story…

41. For example: "The strategy of insane countries”

42. When actual power is smallerthan the potential • Beautiful girl who is not aware of her beauty; • Using force is limited by legal barriers / procedural / ethical / cultural.

43. Israel is not willing to pay a pricefor the war with Hamas, and therefore agrees to a state of strategic equality

44. USA Vs. Russia in Ukraine crisis , Feb 2014

45. Power causes Jointness Everyone want to be close to a strong & successful guy (and vice versa)

46. But, Power also prevantsJointness Everyone want to be close to a strong & successful guy and vice versa

47. But, The powerful factors do not need Jointness… Usually they cooperate only with loyal supporters, who do not endanger them..

48. 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…”)!

49. Power is reflected when… … a powerful factor prevents Jointness from us!

50. Feature: "strong dislike Jointness" is fractal The smallest & the largest are the same!