Israel is losing its battle with Corona-and here’s why

With 3000 new cases a day, Israel is ranked at present as number one in the ratio of corona cases per million inhabitants.

And there are very good reasons why this has happened. I want to point out the major ones,  most of which stem from Israeli culture, which has been a periodical subject of articles in this blog.

  1. Everything in Israel is political. Sports, flight schedules, licensing food outlets, planning bus lines, advertising, accreditation of universities; you name it. Because of our political system, or lack thereof, neither the left or the right can form a government without the ultra-religious factions, and so-most decision making serve as a platform to placate the ultra-religious minority. In the case of corona, religious politicians want to preserve their style of communal life, which means life-as-usual.
  2. Due to their life-style dominated by lots of family-based activities, large families living in cramped quarters and large study halls for religious studies, the ultra orthodox cities and neighbourhoods are petri dishes for breeding corona. Yet the political power that they hold (see 1), prevents decision making which would negatively impact their way of life.
  3. Arab Israelis have a lifestyle rich in family occasions with multiple generations in one home. They also tend to view themselves as victims all the time, and dish out blame and responsibility to the state at the same time as not fully cooperating. This mentality when coupled with religious based fatalism creates a “what will be will be” mentality, which impacts the lack of mask wearing and social distancing.
  4. The secular Israeli community are sprint runners. Creative, highly undisciplined, innovative and short cutters, this community has created a plethora of innovations in telefonia, agriculture, water management, IT solutions, fintech,  traffic control and what have you. Most of this has been done by doing things differently and challenging common accepted practice. This community can solve impossible problems, but cannot deal with problems that need routine and discipline. “We can outsmart problems” is a typical mindset of this sector. Which is the major reason why almost all Israel innovation gets acquired by companies abroad and does not scale up from Israel; our behaviours are not disciplined or scalable. Fighting corona entails following routine with discipline. Need I say more! 
  5. Israel is held together by a state of conflict with our Lebanese, Syrian and Iranian neighbours. Other than that, there is very little cohesion between the sectors of Israelis society. We all go to different schools; we do not pay the same level of tax; the threads which bind us together are very thin. The solidarity needed to fight corona is totally non existent. For example, when the government wants to limit prayer to 20 people, it quickly comes to “we cannot agree to limit prayer participation if people flock to the beach by the thousand”. So no decision gets made.
  6. There is very little enforcement in Israel, except for tax collection and speeding. Everyone has an excuse and the heavy hand of enforcement just isn’t there.
  7. The political elite  initially set down a list of limitations on public behaviour and then were the first to violate them, caught red handed. So leadership lost the trust of the masses. No one believes anything that leadership says anymore.
  8. Israelis have the capacity to live in very tough situations for the longest time. In other words, life can and does go on as we absorb a severe and constant beating. So Corona has become another missile from Gaza or Lebanon, that is, something that you need to live with. This ability to live along side of tragedy is a gift, yet a two pronged sword as well.

So what will happen? My guess is that when the virus subsides, it will subside here as well. Israel is like a boxer with a glass chin. We have a great punch, but corona has landed a left hook and we are out on our feet. Or, when someone finds a vaccine, the nightmare will end. Until then, wish us luck.

 

 

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OD in the age of Corona

Luckily I have been fully employed since the corona  shutdown was lifted; some economic activity has returned, albeit certainly not to “Normal,” RIP.

Managers are rethinking every aspect of work that is humanly possible in order to survive: cost cutting, downsizing, choppy choppy and hacky-hacky, eliminating layers of management, redesigning work-space and dealing with health and safety regulations. The work domain is an absolute nightmare.

On the way home from north of Israel to home (Tel Aviv) last week after a day of work, I closed down my Audible book (on the life of Disraeli) and pondered  how has OD challenged itself recently vis a vis its skill set, relevance, diagnostic techniques and methods of intervention, to adapt itself to survive.  Whilst there is a lot of great stuff going on about telecommuting and trust building in a virtual environment , it is but a small component of the need for reinventing OD for the current environment.

In what ways does OD need to be re-invented? By the time I answered  this question,I was already half-way home. The answer I gave myself (as I passed by Nazareth) was that we need to be faster, more short term focused, less non-directive and far more creative, shaking off values which hold us back from being relevant.

This is a tall order for a profession so enamored by its past, that it fails to introspect and acknowledge the relevance of some Oriental values (such as discretion) over Occidental values (authenticity)  in global organizations.

I got home, went up to get my bathing suit which I had typically forgotten, and headed off to swim, just before the misguided Israeli government closed our pools, only to reopen them the next day.

 

 

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6th letter from Tel Aviv-The Return of Corona… and Israeli culture

Yes-700 new cases a day and going strong. Corona is all over Israel. And the numbers are soaring. Five will get you ten old Mackie’s back in town.

It’s close to home as well. A verified Corona carrier swam at my country club three times (I was not there at the time); one Corona carrier ate at the Thai food joint I frequent one day after I last downed my ultra spicy corn soup and Phad Thai with tofu, and there are 4 recorded visits in a shopping centre near my home.

Israel which prided itself on an early flattening of the curve, now is getting the full monty. 

Initially, the response to the virus was based on paranoia, which is a national characteristic which we came by honestly given our history. The response was a fast a shutdown, followed by a severe and total curfew. Cases dropped off.

But paranoia is useful only for so long, especially when the enemy seems vanquished. Subsequently,  the next enemy surfaces, IE, the economy is destroyed. (And it is indeed destroyed). So all people need to back to work, immediately, now, which means we need to open schools instantly. Schnell!  No time for a plan.

The open schools let loose a massive number of  corona cases. From child to child to grandparent to old age homes. It’s everywhere.

Why no plan you may ask? Because Israeli culture is characterized by paranoia and improvisation. Planning is what others do. We act quickly, and then we’ll have time to figure things out on the fly. That’s a major component of Israeli culture.

But it did not work this time. Like a boxer who does see the opponent`s lightening punch, the back-to-school policy and lack of a plan when the shit hit the fan caused a disaster.  We have been knocked out. Not down, out. Corona is everywhere.

All this is exacerbated because our government is morally corrupt. So the scum at the top compete to open facilities such as movie theatres and sports matches as fast as possible. And Netanyahu is busy with his upcoming trial, and steps aside so that the stench of failure sticks to his enemies.

Indeed our government cares for the dead more than the living. The glorification of death gets more attention than the sanctity of life. The population is now blamed. For example a girl who did not feel well asked for a test. She was put through the grill of the Israeli bureaucracy (which has not yet decided who can be tested on demand) and denied the test-and she went on to infect 30 people. Yet politicians blame “youth, pubs, weddings and the beach.“

And to make things worse, the government is composed of either of indicted criminals, ex army hacks who are clearly clueless, lack-lustre conformists and survival agenda-driven, scum that floats to the surface from the bottom of the barrel of municipal politics or tycoon lobbyists. (Truman was so right about army men being useless in politics).

Let`s add to this a lack of discipline on the part of the public,  like the uneducated religious mob who either listen to rabbis (who have had their heads up their ass since the plague broke out), or the secular Israelis who tune into Israeli TV which is staffed by uninformed panic mongers, or more often to their smartphones.

With no clear, consistent plan in place, an incompetent government, systemic ignorance, a lack of discipline, too few regulations and almost no enforcement, a huge black cloud is moving in.

We are in deep trouble.

 

 

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How can OD become relevant as businesses reopen

As the current stage of the corona plague slows down and businesses reopen, OD consultants may identify a demand for their services. However with budgets becoming very tight, only the more skilled consultants will get work. In the present crisis, chicken shit pre packaged OD and training packages will not fare well. But there are opportunities for the better skilled.

I have always suggested that when clients turn to a consultant, their problem definition may be a symptom of the problem itself. “We have a communication problem”, or, “First line managers do not identify with the management”, or, “We lack customer intimacy” are all symptoms, and nothing more. Probably the most critical OD skill is the ability to redefine the problem with the client.

I want to suggest that albeit the initial (possibly inaccurate) problem definitions that will come our way on the part of clients, the real issues that clients will face will be:

  1.  Shifts of power within the organization from functions that generate revenue to those who save resources and  focus on efficiency.
  2.  Internal mergers between units and departments. Examples may include between Legal and HR; between Sales and Service; between Project Management and Engineering; from geography based sales focus to government -focus.
  3. Enhancement of risk management by sharing of risk, alignment of decision making to the appropriate level, and development of contingency plans.
  4. Replacing key players/leaders who are not capable of change.
  5. Implementation of extraordinarily painful cost cutting, without loosing  critical functionality and the trust of those who remain.

If you have a skill set which adds value in these areas, then you may have a fighting chance of survival. And if not, then like the Jervis Bay, your practice may go down.

sinking, still she faces her antagonist.
Then the waters begin to close over her.
The waters close over Fogarty Fegan,
And over the flag
That once was used for burials at sea.
And now night spreads its shroud.

                                           -Gene Fowler

 

 

 

 

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Mr Blackwell’s Latin Classes and our “unseen” passage

Time-1965

Place-Sir Winston Churchill High School,  Ville Saint Laurent, Quebec

At 10.45, we went out to the school yard for morning recess in the -20 weather. Unlike other days during which we played hockey, smoked in a corner, and gossiped about the girls, for example Coral’s hickey, we all appeared shattered by the unseen Latin test that Mr. Blackwell had just given us.

Frank said that he had to guess a lot, but he believes the unseen passage was a description of a battle that took place somewhere in Carthage, and there was a huge use of incendiary bombs. Glen, whose father worked for Air Canada, claimed that the unseen described the act of map making, especially the ways and means of delineating areas not close to a major landmark. Norman said that the piece he translated was about the court of a great emperor of a major naval sea power. I shared my view that a certain military commander was complaining that the chariots his men were using were of poor repair.

Mr. Blackwell was a typical school teacher in the PSBGM, the Protestant School Board of Greater Montreal. He had recently emigrated from England; he spoke with a very pronounced accent, and he was stern yet calm. True, Blackwell’s accent was much clearer to us than was that of our history teacher, Miss Chesney, who was from Scotland. No one, I mean no one understood Miss Chesney. But we all knew that her first name was Mildred.

By the time recess was over, we were all convinced that Mr. Blackwell had given each of us different unseen passages so that we would not copy from one another. That theory, however, was devastated after we came back from recess.

Mr. Blackwell asked Sharon what the unseen was about. She replied, “it was about the fire department in the City of Nicomedia.” The other brain in our class, Sheila, repeated her answer. Sheila and Sharon were sisters, twin sisters to boot. Then came the final blow. “And what about you, Roberta, what was the “ahticle” about”?  Roberta, class brain number one, who also was a soloist in our choir, chimed in her version about the Nicomedia Fire Department, describing the department in great detail. Or as Mr. Blackwell said, thank you Roberta for describing this ancient fire department in “grey detail”.

Two days later was a Friday, and Blackwell’s Latin class was the last lesson of the week. Just as the bell rang to set us free, Blackwell looked outside and said, “Now look here-what dismal weather awaits us all this weekend. Don’t sit like bumps of a frozen log; go to work on your Latin vocabulary. That’s “appeahs” to me to be a great way to spend a weekend.  Now-out!.”

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How does an organization’s culture change?

Consultants, trainers, change managers and OD consultants do not and cannot change the culture of an organization. I see that as common sense. Yet common sense is not so common.

(As an aside, this morning I read a fascinating article about back pain; if you take 1000 people off the street to give them an MRI-it is impossible for orthopaedic surgeons to predict whose back actually aches. Yet diagnostic tests for back pain are more numerous than cultural change programs).

In this post, I want to share with my readers how an organization’s culture actually changes.

1) External regulation-when the regulator steps in to dictate change, cultures start to change because things must be done differently. Safety and financial regulators are effective culture changers.

2) A one time success changes a culture, often by dumbing the organization down, lowing the level of awareness, or making it overly fat and out of touch with the changing needs of its customers. Similarly as Terry Seamon points out below in his comments, a huge failure can spark cultural change.

3) Massive immigration can change a culture by providing a ready made pool of talent that other global competitors do not have. The newly acquired competitive edge drives rapid growth which changes the culture.

4) Too much cultural socialization as well as an overdose on making values explicit can change company culture by making everyone cynical and lowering the degree of caring people feel towards success. In one company I worked for, the overdose of getting people to “buy into decisions“ caused people to check out.

5) Customers force cultural change on organizations. When I work with Asian facing units as opposed to American or EMEA facing units, the huge impact of the customer on culture is clear. The American clients drive the need for documentation, stability and predictability whilst Asian markets drive down costs, encourage innovation and show tolerance for speed over quality.

What gives with CEOs and cultural change? It is my experience that replacing a CEO is not enough to drive cultural change, unless the CEO has the “tail wind” of an external factor.

And what about consultants, trainers, change managers and OD consultants?  Well, we are midwives, easing pain and nursing things along. Not quite side show Bob, but not the drivers of cultural change. And the more you realize that, the more impact you will have.

 

 

 

 

 

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Good teamwork is a result of compromise between strong people and their respective agendas

枪杆子里面出政权 (Political power grows out of the barrel of a gun) Mao

This is no country for old men (Yeats)

 

Much advice is available about how to improve team work-leadership, recruit for attitude, culture, team bonuses and what have you. If you ask me, the most critical piece of advice is often missing. 

It is critical to  ensure that power is balanced between team members, without which team work is impossible.

Frank is CFO; he is also the watchdog of Carmen, the main investor and director of the board. Efraim is R&D manager and CEO,  Chris run Sales. Eve runs HR and Administration. Dr Paco is Director of Clinical Trials whilst Claire runs purchasing.

Frank not only sets and controls budgets, but he controls budget utilization within each departments’ budget. Frank brings each and every purchase order of more than 3000 Euro to Carmen for approval. Eve must bring each and every job offer to Frank, who gets Carmen’s approval, or disapproval.

The team work in the team is atrocious. Efraim cuts Frank out of loop, and by passes process left right and centre. Eve has a slush fund for bonuses. Dr Paco once threatened to hit Frank after Frank said, “we pay you too much for too little.”  If Claire has to make a 10,000 Euro purchase, she makes five purchases of 2000 Euro each. When Frank calls her to task once too often, she tells him to “fuck off”. This happens several times a month.

Efraim has had 3 management coaches and the team has gone offsite for three times in five years. Twice, Frank was not able to attend for health reasons; he apparently  suffers from painful hemorrhoids.

There is no teamwork because Frank has too much power. Carmen runs the business, not Efraim. And Frank is COO in disguise, not CFO. In its present configuration, this team will never work well together.

Teamwork is the result of pragmatic compromise between strong people and their respective and often conflicting agendas. Too much emphasis on shared values and lovely-dovey do not create teamwork, any more than universalism creates a peaceful world.

Strong people work together well, especially if they are equally competent.  When some are strong and others are weak, there is a massacre.

I am sorry that I have not mentioned gender until now, but it is irrelevant to the issue at hand.

 

 

 

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Don’t mitigate an organizations’ pain

There have been screaming matches between Sales and R&D (Dev) ever since the market release of the last product.

Unhappy clients have communicated thousands of complaints which are besieging management! It is now very hard to get the  Sales and Dev teams to sit in the same room in order to solve problems. There are nasty emails threads going back and forth with personal insults, buck-passing and character assassination.

Stan, the CEO, has no time to deal with this. The investors are on his back for a faster return on investment. He needs to replace his CFO who he caught “chirping” to the board about revenue forecasts. Stan  expects the head of Sales, Lucien, and the head of R&D, Deepak, to be mature and handle the issues at hand like adults. “Boys”, said Stan, “get these teams aligned. Use HR or a consultants as needed”.

The HR manager ran an on-line survey to see what needed to be done to “calm things down”; staff described their level of pain as 9 (on a ten point scale). Job satisfaction was rated high (8) and interdisciplinary teamwork was low (6).

A consultant was hired  to do outdoor training to lower group pain. A  yoga coach  was hired to relieve the stress/pain of the last few months at the individual level. Lucien and Deepak were given each individually 2 hours of anti-stress coaching provided by an on-line vendor via Skype. As is said in the Merchant of Venice, the goal of both interventions was  “Hiding the grossness with fair ornament”.  Act 3, scene 2. Or as is pointed out in a comment (in Hebrew) below by a reader  Mr. Koren, the emphasis was placed on feeling well, not getting better.

However, this mess  was all about the risk taking behaviour of CEO Stan. In order to show his investors a pattern of growth, CEO Stan had oked the design and release of a totally immature project, which no one yet knew how to design let alone build. Sales numbers were high because the install base is in the third world, where agents pay off corporate purchasing to buy almost anything.

The product, now released, has cause huge pain. Sales cannot deal with the angry clients and expects R&D to send people to the client site to get the product working. R&D expects Sales to “manage the the customer” until a half decent “fix” can be concocted.

The moral of this story is that organizational pain is an important indicator, and thus need not be/must not be suppressed. Quite the opposite, the pain can lead us to the dysfunction, albeit not directly.

Mitigating  pain symptoms  in organizations is often the least indicated solution to organizational problems. Mindlessly mitigating pain is a happy happy, wow wow, useless useless exercise which has corrupted organizational development of the worst kind.

Oh yes, coaching for individuals is often (certainly not always)  the mother of all pain mitigation elixirs. Coaching for the individual often means, “Let’s work together on how you overcome other peoples’/system problems”.

 

 

 

 

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Understanding rapid changes of opinion by Israelis

Case

Gilad is an Israeli engineer working in Cleveland on a three year relocation assignment. Tommy is his Nevada-born and bred boss.

During the course of a discussion in the Planning Committee (Plan of Record) on the expected development time for a new feature, developer Gilad strongly expressed three opinions.

  1. There is no way we can make the May 9th deadline; let’s be real.
  2. The May 9th deadline is challenging but clearly doable.
  3. I’m absolutely against promising the client a May 9th delivery date, but who knows?

Tommy, was aghast. Tommy called Gilad into his office and told him that he would be wise to understand the facts, then form opinions. Tommy told Gilad that his wavering behaviour appeared unprofessional, “which is a shame because you are one of our more talented developers”.

Explanation

The rapid changing of opinions by Israelis is common; it baffles and annoys managers who have been raised to think differently. I shall attempt to provide a few reasons why Israelis appear to change opinions at the drop of a hat.

  1. We tend to have less distinction between facts and opinions. Very often, people have opinions and then look for facts to support them. This is a manifestation of a very ideological society.
  2. Words are important yet less significant as a commitment to action than is western cultures. There is even an expression,`just words`, IE, meaningless prater. (רק מילים)
  3. Entertaining very opposite opinions  at the same time, and then reaching a decision, is the very essence of the way Israelis think out a problem. Faced with impossible situations on a daily basis, this is an ultra pragmatic defense mechanism.
  4. There is no need for a safety net when changing an opinion,  because contradicting yourself is part of thinking things out. There is no expectation that people in a constant case of crisis be consistent.
  5. Anything that you say is true at the moment you say it, but everything changes all the time. This is survival mode in action.
  6. Any decision made (except for written contracts) can reopened for further discussion. This is also survival mode in action.

A common Hebrew idiom explains it all, אז מה שאמרתי (az ma sheh amarti). Here is how it is used.

  •      A-Let’s work this out over supper tonight.
  •      B-I thought you said that  tonight you need to take your daughter to see your mother.
  •      A-Az ma sheh amarti! (so what if I said it).

 

 

 

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Doing and believing – On “changing” company culture

Readers of my blog may be surprised to learn that despite my being a complete atheist, I have made a point to study (adult) university courses in religious thinkers over the past 4 years.

To be specific, I have studied the teachings of Paul, Augustine, Spinoza, Maimonides (Rambam) and Leibowitz.

I have been introduced to the vast differences between a focus on dogma, beliefs and faith on one hand, and a focus on  deeds, behaviours, and actions on the other. I find this area fascinating, full of paradox, intrigue and extreme cognitive/emotional complexity.

In this post I want to share with my readers a few free associations I have had about changing company culture, based on the stuff I have been studying from a totally unrelated area, ie, religious thought.

Although there is almost no parallel between the subject and the metaphor, whilst studying the complex link between between beliefs/action in religion led to me to thinking about company culture/ which I have always claimed cannot be “changed” as consultants claim it can. And I got myself thinking about the amount of focus on beliefs and dogmas in promulgating company culture, as opposed to the focus on acts and deeds.

I thought about a company that has a poor level of customer support, because their product is unstable, the service engineers get no cooperation from development team, the IT system is too slow and tier support level 2 and 3 are understaffed. In this company, over $200,000 has been invested in creating a culture focusing on “client intimacy”.  Of course, nothing changed. Except that $200,000 has been pissed away.

Culture cannot change by inculcating a series of beliefs or dogmas.Things need to  done differently, as this may  result in a  “change of culture” after a certain time gap.

Naturally, things need to be done differently within a given context,  and that context  is no doubt on based on beliefs.  Yet the major focus must be on consistent action, otherwise nothing will change.

Action without appropriate beliefs may result in some change. Belief and dogma not translated into action are a futile effort. As a matter of fact, belief and dogma do NOT impact culture at all. Culture is changed ONLY by concrete actions.

One more free association. Do staff need to understand why they are asked to behave in a certain way? Here is a true story, I worked for a company  that promised that clothes purchased could be returned NO QUESTIONS asked. The salespeople were furious because they claimed that customers bought clothes, went to a wedding and then returned them. Staff refused to comply because they felt humiliated, or “frayers” in Hebrew, dumb suckers.  Finally after a few people were disciplined, the automatic refund started to be implemented.

So yes, there is an element of “just do it” in company culture. And if you do not understand it, do it anyway.

 

 

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