Who Really Matters: The Core Group Theory of Power, Privilege, and Success

Rating:
Summary: Biggest Corporate Lie Exposed
Review: According to Art Kleiner "The Customer Comes First" is one of the core lies of corporate culture.

The director of research at consulting firm Dialogos says in every organization there are people who really come first, a core group that really matters. In each company the group differs. Yet every action taken by that group is undertaken with the goal of meeting the perceived needs and priorities of this group.

Kleiner says core groups are not inherently evil or dysfunctional. They are the source of the organization's energy, drive and direction. The foundation of every organization is the decision. Some are made at the top; others are made at lower levels of the organization. Most are made in the midst of conflicting priorities, constraints competitors and constituents. Core groups play a critical role. By understanding who populates the core group, a collective organizational coordination is achieved.

Core Groups can be large or small. They have many identities; often the identity is mixed. Among them:

* A Bureaucracy - Bosses come and go; the core groups remains.
* The Too Nice Organization - No one wants to admit they have power, yet one or two people influence decision making.
* The Indigestible Acquisition - The deal is sealed but significant groups are not brought into the fold.
* The Hidden Cabal - Quiet influencers who know how to influence the direction of people's decision making and covertly do it.
* Charismatic Rainmakers
* Stovepipes

To determine a core group's character one must have insight into the mindset of the organizations people. Whose interests they consider when they make decisions.

This is an interesting book. For those who love to get things done, corporate intrigue or simply want to survive, this book will open one's eyes to the reality of corporate culture.

Rating:
Summary: Does this Concept Really Matter?
Review: Core Group theory is a vague notion that is as well-meaning in its intentions as it is blurry in its specifics. The theory's basic goal is clear enough: the empowerment of workers who feel their work is neglected by their company. Ultimately, however, the author, Art Kleiner, has a far more ambitious aim than simply reordering business organizations, envisioning a world (unions, schools, the body politic, etc.) developed along his Core Group theory.

The book's problems begin immediately with the introduction of the Core Group theory. What is it? Kleiner claims it is the people in an organization who matter - the ones with power. But how can it be applied to a particular company or organization? Is the president of the company part of its Core Group? Probably, Kleiner says, but don't assume it. What about his secretary? Possibly. What about the head of an important division in an organization? Maybe. Is it the people in the organization with the best titles or those who make the most money? Not necessarily. Can someone be part of the Core Group one month and then out of the group the next month? Yes. At one point, Kleiner even says the Core Group exists "in people's hearts and minds."

In other words, Core Group theory is a subjective notion. This lack of substance haunts the rest of the book. The people who matter in an organization are the people who matter. Period. Even if you are part of an organization, you can't be sure who matters. As Kleiner makes clear in the beginning of the book, you can't even be sure about your own status. You might think you matter, and indeed for a while you might matter, only to discover later on that you don't.

Despite this muddled beginning, Kleiner soldiers on as if he has given the reader something concrete to grasp. He mentions the history of some companies as examples to highlight his theory, but it's clear that with a theory this flexible, there is no company's history that can't be explained with it. Whatever decisions the company makes are due to the Core Group dynamics. If it appears that something the company did can't be explained by the Core Group theory, then you simply don't understand who belongs to the Core Group. There's a circularity to the theory that makes it impervious to any empirical proof.

Ignoring those difficulties, Kleiner moves on to give a solution to those left outside the Core Group: develop a shadow Core Group. Given that you can't be sure who is in the Core Group and who is not, this seems rather dangerous. I'm not aware of any organization that would look kindly upon an informal group set up within it that second guesses, however nicely, the formal organization's power structure. Kleiner acknowledges the difficulties, but says that with "a certain finesse, a fair amount of relationship and reputation equity, a willingness to experiment....Most of all, it takes...time and commitment that people generally do not invest in organizations." In other words, Kleiner believes that a shadow Core Group must be far more talented in their organizational and people skills and more dedicated to the company than the Core Group itself. This seems highly unlikely to happen.

I don't think Kleiner is really interested in looking at real-world organizations as they are so much as he's interested in dreaming up some catch-all theory to turn organizations (and ultimately the world) into what he wants them to be. And why not? There's a certain appeal to his theory. Almost everyone who's worked in an organization has at some point felt his or her talents and efforts were neglected by those in charge. Unfortunately, the real-life solution to such a problem was to either work harder and make the organization notice you, or cozy up to someone in the in-group. Kleiner's solution of making everyone part of the in-group sounds nice, but its pleasantness is of the same variety as fluffy talk of wanting everyone to be rich or happy.

Rating:
Summary: Does this Concept Really Matter?
Review: Core Group theory is a vague notion that is as well-meaning in its intentions as it is blurry in its specifics. The theory's basic goal is clear enough: the empowerment of workers who feel their work is neglected by their company. Ultimately, however, the author, Art Kleiner, has a far more ambitious aim than simply reordering business organizations, envisioning a world (unions, schools, the body politic, etc.) developed along his Core Group theory.

The book's problems begin immediately with the introduction of the Core Group theory. What is it? Kleiner claims it is the people in an organization who matter - the ones with power. But how can it be applied to a particular company or organization? Is the president of the company part of its Core Group? Probably, Kleiner says, but don't assume it. What about his secretary? Possibly. What about the head of an important division in an organization? Maybe. Is it the people in the organization with the best titles or those who make the most money? Not necessarily. Can someone be part of the Core Group one month and then out of the group the next month? Yes. At one point, Kleiner even says the Core Group exists "in people's hearts and minds."

In other words, Core Group theory is a subjective notion. This lack of substance haunts the rest of the book. The people who matter in an organization are the people who matter. Period. Even if you are part of an organization, you can't be sure who matters. As Kleiner makes clear in the beginning of the book, you can't even be sure about your own status. You might think you matter, and indeed for a while you might matter, only to discover later on that you don't.

Despite this muddled beginning, Kleiner soldiers on as if he has given the reader something concrete to grasp. He mentions the history of some companies as examples to highlight his theory, but it's clear that with a theory this flexible, there is no company's history that can't be explained with it. Whatever decisions the company makes are due to the Core Group dynamics. If it appears that something the company did can't be explained by the Core Group theory, then you simply don't understand who belongs to the Core Group. There's a circularity to the theory that makes it impervious to any empirical proof.

Ignoring those difficulties, Kleiner moves on to give a solution to those left outside the Core Group: develop a shadow Core Group. Given that you can't be sure who is in the Core Group and who is not, this seems rather dangerous. I'm not aware of any organization that would look kindly upon an informal group set up within it that second guesses, however nicely, the formal organization's power structure. Kleiner acknowledges the difficulties, but says that with "a certain finesse, a fair amount of relationship and reputation equity, a willingness to experiment....Most of all, it takes...time and commitment that people generally do not invest in organizations." In other words, Kleiner believes that a shadow Core Group must be far more talented in their organizational and people skills and more dedicated to the company than the Core Group itself. This seems highly unlikely to happen.

I don't think Kleiner is really interested in looking at real-world organizations as they are so much as he's interested in dreaming up some catch-all theory to turn organizations (and ultimately the world) into what he wants them to be. And why not? There's a certain appeal to his theory. Almost everyone who's worked in an organization has at some point felt his or her talents and efforts were neglected by those in charge. Unfortunately, the real-life solution to such a problem was to either work harder and make the organization notice you, or cozy up to someone in the in-group. Kleiner's solution of making everyone part of the in-group sounds nice, but its pleasantness is of the same variety as fluffy talk of wanting everyone to be rich or happy.

Rating:
Summary: Reforming, Expanding and Redirecting the In Crowd
Review: Ever since sand box days, we have grown accustomed to observing that there is an envied "in" crowd and an "out" crowd consisting of everyone else in the group. It feels great to be in the "in" crowd and not so great otherwise. Mr. Kleiner has taken that basic characteristic of human social behavior and examined it to propose how we can improve our organizations in both the profit and nonprofit sectors of the economy. You'll read about companies mostly, but there are also government agencies, labor unions and schools in the book.

The suggested improvements are aimed both at those who are in the "in" crowd and those who are attempting to influence them, whether these are part of the "out" crowd or the management consultants who are hired to assist. One of Mr. Kleiner's central theses is that most people don't know how to join or influence the "in" crowd because they don't understand how it works in their neighborhood. Who Really Matters contains 11 superb diagnostic exercises to hone your skills in "in" group analysis and influence. Almost everyone will find these exercises to be helpful.

The book is vividly written. I found myself remembering dozens of "in" groups that I have observed. The examples and arguments brought me right back into those circumstances as though they still existed. Feel business books I read have that sort of visceral effect on me.

Mr. Kleiner argues that management consultants have a sixth sense about the "in" crowd because that is how we add clients. I have been just as often hired by an "out" crowd as an "in" crowd, but it certainly is clear in the first few minutes which is which. I agree that most people in both crowds lack the basic skills to influence the direction of the "in" crowd in positive ways. Regardless of the topic of an assignment, I usually find myself helping my clients learn these skills. In the future, I will also suggest that clients read this book who need help in those areas.

The book's central theme for reformation is one that I heartily endorse from my own research and experiences. Make the "in" crowd as inclusive as possible, establish a "noble" purpose that is practical to make the group more socially productive, and eliminate organizational pressures to do anything else.

Please do realize that this book is based more on thoughtful personal observation than on deep scholarly measurement and analysis. I found many of the arguments compelling, though, simply because they resonated so strongly with my own experience.

If you want to better understand more about the "in" crowd phenomenon, you will probably enjoy Dr. Jane Goodall's books about chimpanzee behavior. You'll find her observations about the chimpanzees sounds a lot like the "in" and "out" crowds.

I have a few nits to pick in disagreeing with this otherwise fine book. Mr. Kleiner feels that having an organization be responsive to all stakeholders is impractical. Self interests are too greatly at odds, and reconciliation takes too much time. Yet our firm's research shows that the most successful organizations strive to do as much of this as possible. Education Management, Paychex and Xilinx are excellent examples. For instance, the current successes in improving environmental protection in the United States almost always use the method of putting all the stakeholders into a room and not letting them out until they find mutually acceptable solutions. In most cases, these solutions are less expensive and provide more protection than government regulations require.

Mr. Kleiner also argues that having financial independence is one important way to have more ability to influence the "in" group. My experience is that financial independence for the "out" group members just increases the likelihood of someone leaving an organization when they don't like the direction the group is taking. The result is often catastrophic for the organization. Instead of financial independence (which helps the individual certainly), I have noticed that when an "out" group member operates from principled values that the organization respects in an objective way the "in" crowd in any legitimate enterprise is very supportive. The mistake that most "out" group members make is to try to simultaneously do some organizational knife fighting with an opponent over personal agenda items. That approach negates the power of principles, and nothing happens except blood is spilled.

Finally, I think Mr. Kleiner missed an opportunity to apply his theory to highly effective nonprofit organizations. Habitat for Humanity International and Earthwatch International would make fine examples of inclusion of everyone into pursuing a noble purpose.

Few people, however, will fail to benefit from this book. Buy it, read it, live it and share the book with others.

I also highly recommend The Fifth Discipline, The Fifth Discipline Fieldbook and the Dance of Change. Mr. Kleiner assisted with the writing of the first, and is the editorial director of the latter books.

After you finish this fine book, do something to include others in your "in" group, direct your group into a more noble purpose, seek to help all stakeholders and eliminate distractions from these initiatives. I'm sure you'll feel great as you do this, pushing goodness forward in new ways.

Rating:
Summary: The SIMPLE Truth
Review: Folks, I'm an Organization Development Consultant with 22 years of corporate experience spanning 3 Fortune 100 companies and a host of many smaller companies. I work internally for a major company, externally for several others. I teach Organizational Behavior online. I have a BS in Industrial Engineering, an MS in Manufacturing Management, an MA in OD and I'm 40% toward becoming a PhD in Human and Organization Development. I only lay that framework to add some credibility to this review.

This book lays out THE MOST IMPORTANT CONCEPT OF THE DECADE. Remember when Senge hit the market with the Fifth Discipline? Remember when Goleman hit the market with Emotional Intelligence? Remember when Gardner taught us about intelligence? Well, if you remember them you'll remember the special "feel" you got for that work, when you read it you knew instantly that it was right.

Well, Art Kleiner has done it for us again. This concept is astounding to read. If you believe as I do that BRILLIANCE comes in SIMPLE packages then you'll understand why this aerospace engineer turned People Person loves this work so well!

Art lays out the concept of a Core Group that runs the organization you work for. The purpose of ANY organization is to serve the needs of the Core Group. Period. It works whether you are at Citibank or whether you are part of a sewing circle. The ones in charge call all the shots and learning the nuances of this and how to relate is what Art is all about.

I've picked up SO MANY books that were a waste of my time. Not this one. Read it, confirm me in this. I use this in my coaching work, I use this in my teaching. I have been both a "victim" of this concept as well as a consummate "gamesman" at this concept all of my life. As you read this you will have story after story after story come alive for you from your past as you piece this game together. I'm telling you, this is fantastic thinking.

I love to challenge my new MBA students with this work. They love to "kill me" for the work at first until they start to realize how important Art's work is. I love to needle them as they come to the realization that Art is right, that Art's work is simplistic genius.

I have asked many people that I work with at a peer level to engage me in conversation regarding this concept. It makes them a little nervous because the truth is nerve wracking at times. But once they embrace it they get busy. You see, once YOU embrace it you will get busy too, you will get busy building new self help strategies that are less "touchy feel" crap and more dedicated to the attainment of your goals. Trust me, this is awesome stuff.

The people who I find this work to be most valuable for are the Core Group members of any company I work with. It is important for them to know this work so they know how to analyze their own needs and how to expand their needs to include others. Where was this work when Enron was faltering? Where was this work when Arthur Anderson was helping them falter? Read this work, think about these headline corporate events and your life will be forever different for this concept will give you THE FRAMEWORK to think about corporate purpose and the motivations of executives. Remember, I'm an engineer, I like SIMPLE!

PS - I will dialogue with any of you on this. Send me a personal email at [e-mail]. Because I use this work with my students and clients I made contact with Art directly. I found him online at his website (http://www.well.com/user/art/) and he wrote me right back and we've been in dialogue. He's a great guy, not just a good author!

Rating:
Summary: The SIMPLE Truth
Review: Folks, I'm an Organization Development Consultant with 22 years of corporate experience spanning 3 Fortune 100 companies and a host of many smaller companies. I work internally for a major company, externally for several others. I teach Organizational Behavior online. I have a BS in Industrial Engineering, an MS in Manufacturing Management, an MA in OD and I'm 40% toward becoming a PhD in Human and Organization Development. I only lay that framework to add some credibility to this review.

This book lays out THE MOST IMPORTANT CONCEPT OF THE DECADE. Remember when Senge hit the market with the Fifth Discipline? Remember when Goleman hit the market with Emotional Intelligence? Remember when Gardner taught us about intelligence? Well, if you remember them you'll remember the special "feel" you got for that work, when you read it you knew instantly that it was right.

Well, Art Kleiner has done it for us again. This concept is astounding to read. If you believe as I do that BRILLIANCE comes in SIMPLE packages then you'll understand why this aerospace engineer turned People Person loves this work so well!

Art lays out the concept of a Core Group that runs the organization you work for. The purpose of ANY organization is to serve the needs of the Core Group. Period. It works whether you are at Citibank or whether you are part of a sewing circle. The ones in charge call all the shots and learning the nuances of this and how to relate is what Art is all about.

I've picked up SO MANY books that were a waste of my time. Not this one. Read it, confirm me in this. I use this in my coaching work, I use this in my teaching. I have been both a "victim" of this concept as well as a consummate "gamesman" at this concept all of my life. As you read this you will have story after story after story come alive for you from your past as you piece this game together. I'm telling you, this is fantastic thinking.

I love to challenge my new MBA students with this work. They love to "kill me" for the work at first until they start to realize how important Art's work is. I love to needle them as they come to the realization that Art is right, that Art's work is simplistic genius.

I have asked many people that I work with at a peer level to engage me in conversation regarding this concept. It makes them a little nervous because the truth is nerve wracking at times. But once they embrace it they get busy. You see, once YOU embrace it you will get busy too, you will get busy building new self help strategies that are less "touchy feel" crap and more dedicated to the attainment of your goals. Trust me, this is awesome stuff.

The people who I find this work to be most valuable for are the Core Group members of any company I work with. It is important for them to know this work so they know how to analyze their own needs and how to expand their needs to include others. Where was this work when Enron was faltering? Where was this work when Arthur Anderson was helping them falter? Read this work, think about these headline corporate events and your life will be forever different for this concept will give you THE FRAMEWORK to think about corporate purpose and the motivations of executives. Remember, I'm an engineer, I like SIMPLE!

PS - I will dialogue with any of you on this. Send me a personal email at [e-mail]. Because I use this work with my students and clients I made contact with Art directly. I found him online at his website (http://www.well.com/user/art/) and he wrote me right back and we've been in dialogue. He's a great guy, not just a good author!

Rating:
Summary: Not much new here!
Review: I didn't find much new here that any average individual in the workforce couldn't figure out on their own. As a VP Sales and Marketing I was aware of most of the organizational dynamics addressed in the book.

Rating:
Summary: Serendipity for me!
Review: I found this book impossible to put down, and that's saying a lot for a non-fiction. The book was so serendipitous to my particular situation that there was no way I could have waited for the author's two day session on Who Really Matters, to obtain a free copy. I had to purchase it immediately upon learning of it from the thinkingtogether.com website. And I am glad that I did.

This is the kind of book that is bound to change the reader's outlook and possibly career standing, once he or she has read it. After reading this book, there is no way someone could continue to see life, organizational or otherwise, the same as they did before.

Thanks to Art Kleiner for writing it!

Rating:
Summary: Emperor's New Clothes - For Organizations
Review: I sing the praises of this book! It is masterful, both in what the author is revealing and how it is written. I consider that a major aspect of mastery lies in the art of pointing the way to simple seeing in a seemingly complex situation. Who Really Matters does this big time. It surprises the reader with it's simplicity. And it's insights land with the ring of recognition. In my opinion, this book is classic quality in its field. Reserve a space on your bookshelf right next to The Emperor's New Clothes - except this one is for grown ups! What is amazing is that, as an 'adult', you wonder, "How did this escape my awareness so long while knowing it tacitly forever?"

Art Kleiner brings an unassuming, inquiring, perceptive, childlike (in the best sense of the term) quality to his inquiry into what makes organizations tick. This quality is exactly what was needed to see the dynamics of core groups and their organizations at work.

The writer's craftsmanship is a perfect fit and completely consistent with the tone of the inquiry. He reveals his insights in a fresh, honest and caring way. He gives us examples from his considerable experience, and he is willing to share his own personal vulnerability along the way.

I feel grateful for the contribution this book has made to my awareness of organizational life and the understanding of its navigation. I have highly recommended it to everyone in my organization. When you read it, I think you, too, will find that this is a book that really matters.

Rating:
Summary: Emperor's New Clothes - For Organizations
Review: I sing the praises of this book! It is masterful, both in what the author is revealing and how it is written. I consider that a major aspect of mastery lies in the art of pointing the way to simple seeing in a seemingly complex situation. Who Really Matters does this big time. It surprises the reader with it's simplicity. And it's insights land with the ring of recognition. In my opinion, this book is classic quality in its field. Reserve a space on your bookshelf right next to The Emperor's New Clothes - except this one is for grown ups! What is amazing is that, as an 'adult', you wonder, "How did this escape my awareness so long while knowing it tacitly forever?"

Art Kleiner brings an unassuming, inquiring, perceptive, childlike (in the best sense of the term) quality to his inquiry into what makes organizations tick. This quality is exactly what was needed to see the dynamics of core groups and their organizations at work.

The writer's craftsmanship is a perfect fit and completely consistent with the tone of the inquiry. He reveals his insights in a fresh, honest and caring way. He gives us examples from his considerable experience, and he is willing to share his own personal vulnerability along the way.

I feel grateful for the contribution this book has made to my awareness of organizational life and the understanding of its navigation. I have highly recommended it to everyone in my organization. When you read it, I think you, too, will find that this is a book that really matters.