American managers, whether they relocate to Israel or not, have a dismal track record managing Israeli organizations and/or their Israel based subsidiary which is more often than not a development team.
In this post, I will point out several reasons for this ongoing failure.
Israelis do not believe that organizational systems (or any system) work. Israelis hedge system failure/rigidity with an intense set of relationships which serve as shock absorbers for rigid and corrupt bureaucracies. In order to get things done, you need to know the right people, not master the system. American managers often focus time and effort on getting Israelis to follow process, which is next to impossible.
Israelis argue as a way of life. Although this arguing often sounds aggressive and impeding of cohesion, it is not. Arguing is a way of working out the pros and cons whilst thinking out loud, weighing all sides of the equation using forceful opinions that change constantly. Many American managers simply cannot adapt to this “tribal” method of communication.
Israelis, due to a siege mentality, do not value planning. They prefer improvisation and excel extricating themselves from situations that could have been avoided by basic planning mechanisms. The disdain for planning drives American managers around the bend.
Israelis constantly challenge authority of their managers. Almost nothing and no one goes unchallenged. Israelis are used to this constant push back and it does not phase them. American managers get very angry when day after day and hour after hour, they need to deal with what they see as “lip”.
Finally, Israelis rarely see decisions are final. Decisions are viewed as tentative and temporary, and thus, decisions are almost always “revisited” many many times before implementation. This behaviour erodes the trust of the American manager, who often believes that a decision should lead to implementation.
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