instructor Hood's Key Ideas from Power, for All
by Julie Battilana, Tiziana Casciaro

“The primary driver of our desire for power is not the desire for influence over the lives of others, but rather freedom from the influence of others over us.”

1. Safety – In any human group, people may gain power by providing access to the necessities for physical and psychological well-being, such as food, water, shelter and protection from attack. 
2. Self-esteem – People need to feel that their lives are meaningful and that they have earned respect and approval. Providing opportunities for people to connect, and offering ways in which they can elevate their status, achievements and moral standing are among the most significant routes to gaining power and influence.

“Power exists only in the context of a relationship. No one is ever powerful or powerless in general.”

1. Attraction – Increasing the perceived value of the resources you hold can shift the balance of power in your direction.
2. Consolidation – You can increase your power over other people by limiting their access to alternate sources for the things they value. 
3. Withdrawal – Those in the lower positions can rebalance the scales by spurning what more powerful parties offer.
4. Expansion – Other diamond sellers also diluted De Beers’s pre-eminence by increasing the number of alternative sources for diamonds, from new mines in Canada to new techniques for creating synthetic diamonds.

“[Power] seems like fire: bewitching, but capable of consuming us if we get too close.”

“When leaders express humility, the quality of team members’ contributions increases, together with their job satisfaction and retention, and their engagement and learning orientation.”

“Far from being fixed, power relationships evolve over time as the parties engage in…moves and countermoves.”

“Collectively, our misunderstanding of power is catastrophic, because it makes us less likely to identify, prevent or stop abuses of power that threaten our freedoms and well-being.”

“Having many connections is not the only way a network gives you power: You can also control access to valued resources by being the in-between, the information broker between networks.”

Creating a power map requires observation. Take note of others’ behaviors and interactions to root out answers to:

• Who is in alliance, and who is in conflict?
• Who has the most connections?
• Who do people seek out for advice or information?

“[The practice of] power-sharing and accountability accomplishes two objectives: It doesn’t let power go to the leader’s head, and it improves the effectiveness of the group.”

“Too great a power imbalance is dangerous, not only for the disadvantaged, but also for those at the top because it motivates action against the status quo.”