In other words, behind every great organization is a great core group. People trying to change the business from within can increase their chances of achieving their goals by seeking sponsorship from core group members. And those at the top can consider how to galvanize spirit and productivity among employees by creating the conditions for the core group to expand to a larger group of people. When leaders guide core groups to work in the best interests of everyone in the organization, they can amplify the capabilities of their enterprise and create a legacy of which they can be proud.
Thus, in many ways, Who Really Matters offers a tool for evaluating how companies make decisions at the most fundamental level and for improving the way people work together to achieve notable outcomes. As with any hypothesis about how organizations work, as managers test the core group theory in their own settings, we will get a sense of its validity and whether we can use it over the long run to generate the kind of systemic change we need for our enterprises to survive in the world today.
Managing Organizational Complexity According to the author, core groups are not inherently bad or good; they are simply part of the nature of organizational systems. View Article as PDF. Daniel Kim. The New Rules. John P. Risk Management: Fast Track to Success. Keith Baxter.
Rules to Break and Laws to Follow. Don Peppers. Beyond Age Rage. David Cravit.
Who really matters : the Core Group theory of power, privilege, and success
Co-operative Enterprise Building a Better World. Greg Wallace. Invisible Capital. Chris Rabb. The Manager's Handbook for Corporate Security. Edward Halibozek. Family Legacy and Leadership. Sara Hamilton.
Craig L. Performance Measurement in Corporate Governance. Alex Manzoni.
Straight Talk on Leadership. Douglas Williamson. The Oxford Handbook of Public Accountability. Mark Bovens. EPIC Change. Timothy R.
Bridging the Gender Gap. Lynn Roseberry.
Age Works. Beverly Goldberg. Billions of Drops in Millions of Buckets. Steven H.
Business Sustainability. Zabihollah Rezaee. Searching for a Corporate Savior. Rakesh Khurana. Everyone Leads.
Who Really Matters: The Core Group Theory of Power, Privilege, and Success
Paul Schmitz. Origins of Shareholder Advocacy. Higher Education in the Digital Age. William G. Raymond V. The New Corporate Cultures. Terrence E. Transfer Pricing in SMEs. Veronika Solilova. Adam Crawford. Business Leadership. Joan V. Michael Blowfield. Inspired Philanthropy.
Tracy Gary. The Age of Heretics. Warren Bennis. In Who Really Matters: The Core Group Theory of Power, Privilege and Success Art Kleiner tries to answer the question what is the actual objective of the modern corporation , making the bold statement that what comes first in every organization is keeping the Core Group normally most of the top executives satisfied.
The WELL: Art Kleiner: Who Really Matters? The Core Group Theory of Power, Privilege and Succes
And yet, according to Kleiner Core Groups are not inherently bad or dysfunctional, but rather necessary and even the best hope we have for ennobling humanity, since organizations are natural amplifiers of human capability. An organization's Core Group is also the source of its energy, drive and direction. Non-members depend upon the Core Group for direction, The Core Group and its members depend upon the non-members for their legitimacy. You will not often find Core Groups mentioned in any organization chart.
They exist in people's hearts and minds only. After some time, organizations will resemble how their Group act and looks like and automatically pivot and twist to give the members of the Core Group what they think they want and need, without even asking them. Great Core Groups hold an essential form of knowledge. They set the context that establishes this knowledge as significant. Compare: Intellectual Capital.
How do Core Groups become so powerful? Kleiner explains the mechanism is based on guesswork and amplification. People who are not in the Core Group try to guess as good as they can what it is the Core Group wants. So even a casual remark in passing by a Core Group member can be amplified to a shift of direction of an entire division. As a consequence, Top Managers need to be very cautious in what they say.
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