Leaders’ vulnerable involvement: Essential for trust, learning, effectiveness and innovation in inter-co-operatives

Dysfunctional Executives: ‘Jumpers’ Practicing Covertly Concealing Managerial Ignorance and Immoral Careerism

“…However, to prevent unlimited continuity which often breed oligarchic rule, a leader will be allowed up to four terms if in each re-election is trusted by larger majorities, i.e., over 50% for a second term, over 67% for a third term, and over 88% for a fourth term. Thus, a fifth term threshold on the same gradient should have to be above 100%, i.e., impossible [15].…”

“…Other remedies may find further study of managers' 'jumping, ' CCMI, and Im-C by more longitudinal ethnographies which will be phronetic, seeking concrete, practical, and ethical answers to major troubling questions concerning power-holders in one's society, much as the Aalborg Project was for Flyvbjerg [18] and the study of the kibbutz for myself [15,19,20].…”

Ignorance-exposing Vulnerable Involvement, The Trust-creating Practice that Makes Executives Job-competent

“…Previous publications depicted and explained ignorance and job-defending conservatism of most outsider PMs and I-KRC CEOs whose ignorance, job-defending conservatism and low-moral careerism explains the costly deferring of the above innovations [19,31,34,74,75] All these executives were pe'ilim "parachuted" to their jobs, a term used in Israel for the direct import of high-status outsiders to executive offices without prior experience of lower echelons, in the present case the ginning industry [18]. Deficient of pertinent know-how and phronesis for jobs, which were formally restricted to 4-5 years in accord with the kibbutz rotatzia (rotation) norm, they mostly avoided trustcreating ignorance-exposing vulnerable involvement, retaining their jobs, and defended authority by concealing/camouflaging ignorance through either detachment or seductive-coercive autocracy of secrecy, scapegoating, abuses, and subterfuges that led to mistakes and failures [29,36,52] These however, often did not cause replacement for various reasons: Failing PMs helped CEOs camouflage/conceal failures, nepotism, and other ties ensured PMs' unquestioned support for CEOs, retention of failed PMs saved the face of nominating CEOs and a CEO ignorant of his own ignorance [76] missed the PM's ignorance and how his "riding" on successes of vulnerably involved mid-levelers camouflaged and concealed his mistakes and failures.…”

“…Deficient of pertinent know-how and phronesis for jobs, which were formally restricted to 4-5 years in accord with the kibbutz rotatzia (rotation) norm, they mostly avoided trustcreating ignorance-exposing vulnerable involvement, retaining their jobs, and defended authority by concealing/camouflaging ignorance through either detachment or seductive-coercive autocracy of secrecy, scapegoating, abuses, and subterfuges that led to mistakes and failures [29,36,52] These however, often did not cause replacement for various reasons: Failing PMs helped CEOs camouflage/conceal failures, nepotism, and other ties ensured PMs' unquestioned support for CEOs, retention of failed PMs saved the face of nominating CEOs and a CEO ignorant of his own ignorance [76] missed the PM's ignorance and how his "riding" on successes of vulnerably involved mid-levelers camouflaged and concealed his mistakes and failures. Major mistakes by PMs and consequent debacles made their firing inevitable but even then in the case of PM Shavit's debacle the CEO delayed succession for almost a year to save his own face as nominator and mentor and create an image of normal rotatzia rather than firing the failing manager, which let Shavit further his managerial career elsewhere [31,34].…”

“…A contrary example is CEO Grove's [32], hesitations and then admitting ignorance of computer programming to Intel's programmers when he wanted to learn it prior to leading a corporate transformation which required such know-how. Other explanations for ignorance exposure by executives are habitus [33], past successes [34] and prospects of successful learning due to referred expertise, expertise in other action domains that facilitates learning [35]. Ignorance-exposing vulnerable involvement leads to virtuous trust and learning cycles, ignorance-concealing detachment or seduction-coercion [36] causes opposite cycles, summarized thus: [37] Called high-trust innovation-prone cultures "organic" as against conservative-prone cultures called "mechanic."…”