“The entire community of Organization Development academics and practitioners in Israel stood on the shoulders of Itamar, small as he was in stature”. That is what I wanted to say as he was laid to rest today in Segula Cemetery.
I also wanted to thank him for all that he contributed to me, personally, before he was laid to rest. But I did that in my heart. As is not my habit- I kept quiet at Segula. The stage to talk was for Gaby, Dafna and Orit, his children.
We were professional and business partners for over 30 years. That is a very long time, considering that we agreed on very little, except of course how to practice OD.
As an ex- Argentinian, being on time was not critical for him; as an ex-Canadian it was (and is) very important for me. Itamar gave top-down complex (and brilliant) explanations cum interpretations. My style was/is far more down to earth and eclectic. Itamar was a brilliant academic, teacher and practitioner; I am a practitioner with no academic pretentions.
When I come to think of it, we also had a lot in common, which perhaps explains the 3 decades of partnership. We were both perfectionists when it comes to OD. We both backed our people when they erred. There was zero competition between us, and no backstabbing. Arguments, yes. Backstabbing, no. Itamar and I, luckily, shared a sense of humour and of the hundreds (and hundreds) of hours we worked together, at least 30% were spent laughing. We both worked very very hard, day and night, to do things “comme il faut”.
Yet-I haven’t yet made the main point. Itamar came to Israel without “connections” and initially without a full control of the language. (Itamar claimed that he spoke all languages in Spanish). Yet within just a few years, he had had an incredible impact on the practice of OD in the military, in civil society, and in academia. His impact on commanders, colleagues, students and clients was so phenomenal that I can do them no justice. He towered over the profession for decades.
Thank you, Itamar, from the very bottom of heart, for everything you gave to our country, the army, the profession and especially to me. I will be forever grateful. And the disagreements? Who can manage a 30 year partnership without disagreements, for heaven sake.
PS
Two Allon-Itamar stories
#1
Itamar-For this insurance policy, I need your date of birth.
Allon-1949
Itamar-Are you sure?
Allon-Are you trying to convince me I was born in another year?
#2
Allon- Itamar, I don’t understand what you have told me, and you have said it three times. Will you stop repeating yourself?
Itamar-I myself am just starting to understand.
He sounds like a very important and clearly cherished part of your life. I’ll wager you were the same in his.
Indeed. Both of us were very supportive in tough situations …especially with the death of my wife Hadassah and his wife, Ruth
You speak with such heart at times, it is very very moving.
Thanks Madelaine
Lovely tribute to your business partner and friend.
Colleague is a better word than friend. There was a 14 year age difference, and we did not share the same social circle. Also, for many years, either he or I was on the road. I was going back and forth to Asia and English speaking countries, and he was back and forth to Spanish speaking countries.
And we argued too much to be friends. It was however a VERY deep partnership
Wow! I was quite moved by your relationship as business partners, especially the laughing. I always wanted a business partnership like that, but it remained elusive. Argentinians, according to my South American Latino friends, have, for some, a reputation for not being easy to get along with. They are known to be a proud country with a mix of people. Israeli Jews are a whole other crowd. You guys would have been interesting for me to observe. Thanks for this.
In that way (of not being easy), he was VERY influenced by his Argentinian background. He used to say “I prefer to die standing up” when faced with difficult situations.
It was a complex relationship held together by a hidden hand, love of the profession and lots of laughter
So, sometime in the near future, what can we expect to read on Ittamar, that he did differently for OD via academics? Any pointers you may add here?
Surely, your prioritisation of his talent would take us to some place significant .
Sorry for your loss, and may you keep his spirit with you.
Books:
https://www.amazon.com/M%C3%A1s-all%C3%A1-del-desarrollo-organizacional-ebook/dp/B0CB47BYBP
(yet to be translated)
I can tell you things that I learnt from him at early stages of my career that stuck with me. They may seen banal now-but there were not when spoken
1-people focus vrs task focus is a false dichotomy.
2-adaptation (and not only change) is part of the OD practice
3-understand the context- but TOO MUCH macro-view of context may lead to the inability to change
4-process and content interacting is the greatest lever of change in small groups
and i could go on and on
Joseph asked:
What can we expect to read on Itamar, that he did differently for OD via academics? Any pointers you may add here?
Surely, your prioritisation of his talent would take us to some place significant .
His last book: https://www.amazon.com/M%C3%A1s-all%C3%A1-del-desarrollo-organizacional-ebook/dp/B0CB47BYBP (in Spanish)
Other articles in Hebrew only, at this time.
If I had to prioritize what he brought to the table FOR ME, this is my initial take.
1) Attempts to measure OD’s outcomes are doomed to fail because they cannot be measured, nor should they be, they are in constant flux. When OD works, there is no need to measure and when it is not bringing value, measuring outcome will not help.
2) Superb pilots are born with “the stick in their hand”. Other pilots can be taught to fly, yet will not reach the skill of the former. Not exactly the same, but there are parallels to OD consultants.
3) OD cannot be packaged. If it is packaged, it is not OD.
4) Timing timing timing. Timing of an intervention is JUST as important as the intervention itself. And if the invention works, you may not see it right away.
5) Detailed proposals paint the consultant into a corner.
6) In a jungle, a male lion guards his female lions until a younger male kills or neutralizes him in order to “take” the lioness. Organizations are the same, jungles.
5) Beware of “nice” clients….no friction, no learning.
6) Military consultants must always have a pressed uniform and polished shoes. Working with executives requires more formal dress. All the craziness/creativity is what you say, and how you say it…but one needs apparent face validity.
and one more
“The act of organization involves the creation of anxiety, and organizations, in order to be successful, need to mitigate the anxiety. The anxiety is created by the friction which mutual dependence that organizing creates.. The aches and pains that the organization deals with are anxiety-rooted. If this anxiety is not mitigated, all activity of the players is inward focused.”
Always such touching, warm tributes you write, Allon.
Thank you for sharing his impact and influence on you.
I would love to learn more about his approach and teaching, will look to see if I can find any articles or papers he’s written.
Sounds like a great deal of respect between you, despite differences of opinion.
Books:
https://www.amazon.com/M%C3%A1s-all%C3%A1-del-desarrollo-organizacional-ebook/dp/B0CB47BYBP
(yet to be translated)
I can tell you things that I learnt from him at early stages of my career that stuck with me. They may seen banal now-but there were not when spoken
1-people focus vrs task focus is a false dichotomy.
2-adaptation (and not only change) is part of the OD practice
3-understand the context- but TOO MUCH macro-view of context may lead to the inability to change
4-process and content interacting is the greatest lever of change in small groups
and i could go on and on