Originally published in the April 2004 Issue of Link & Learn. 

An interesting book note in the Financial Times and an extra flight on my way back from California made Kleiner's Who Really Matters an irresistible pick-up-and-read. His thesis is straightforward and more than a little titillating: "Organizational behavior - the good, the bad, and the ugly - is a product of the needs of a 'core group' of insiders. Companies that say they exist to serve customers, shareholders, employees, any group other than the 'core group' - are consciously or unconsciously engaging in a charade."

It is tempting to dismiss this deliciously cynical tract as natterings from a nabob of negativism, or the musings of some nit-wit with dreams of best-sellerdom. But, Kleiner, an editor at Strategy & Business magazine and author of several other more traditional business books, buoys his argument with keen insights from the likes of Chris Argyris, Edgar Schein, and Peter Senge.

On its face, the idea that organizations are, in reality, run by "core group" interests, brings to mind images of Enron, Global Crossings, WorldCom, and Tyco, and self-interest run amuck. But while acknowledging the realities of self-serving group think, Kleiner argues convincingly that there are positives - efficiency, safety, connections, and predictability, to mention a few - associated with the power he attributes to the "core group."

In the end, Kleiner argues effectively that, "If you resent your organization functioning for the sole purpose of pleasing core group members, you are in danger of succumbing to a malignant condition known as 'core group envy'." Your choices are:

• Chart a route into the core;
• Leave for another organization (and, by definition, form your own core group); or
• Accept your role as a "transactional employee" - one who views employment as a detached labor-for-cash exchange.

###

Susan Zemke is a Senior Consultant with Linkage, Inc., a global organizational development company that specializes in leadership development. She has a demonstrated expertise in strategic competency modeling; the design, development and facilitation of leadership development programs; and facilitating team development interventions for management teams. Susan's clients have included McDonald's Corporation, Sallie Mae, Federated Department Stores, Payless ShoeSource, Ralston Purina, DaimlerChrysler, Allstate Insurance Company, and Minnesota Lawyers Mutual Insurance Company. Susan has over twenty years of experience in a variety of human resource positions, including college relations, staffing, compensation, and training and development. Previously, Susan was Organization Effectiveness Manager for The St. Paul Companies where she led the organization in developing and implementing competency models for leadership, and core business processes (Underwriting, Claims), and implemented a competency-based 360º feedback process and an executive-taught leadership development program for middle managers. Susan also supported several business unit integration teams during the acquisition of USF&G Insurance Company.

The opinions expressed in this review are those of the reviewer and not necessarily those of Linkage, Inc. Any questions or comments can be directed to Susan Zemke at (763) 746-8188; SZemke@Linkage-Inc.comm.