By James R. Lucas
Stability of energy seems on the nature of energy in modern businesses and asks: what's the correct stability among authority (power within the managers' arms) and empowerment (power within the staff' hands)? the fitting equilibrium among those types results in what writer James Lucas calls "interdependence" - within which staff have sufficient decision-making authority to do their jobs good, yet usually are not pressured with the incorrect duties. How do you succeed in the stability? This publication indicates how.
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Extra resources for Balance of Power: Authority or Empowerment? How You Can Get the Best of Both in the "Interdependent" Organization
Powersharing For the organization to have any long-term value, it has to put power into the hands of people who want to make wise decisions based on truth and to prevent the spread of crippling illusions. It also has to keep power out of the hands of those who want to use it to enhance their own positions and to prevent the spread of direction-changing truth. Sharing power in this way is usually called empowerment. I have come to hate this word. It has many flaws: First, it implies that we as leaders have some kind of godlike prerogative to "anoint" others for action.
Another man, with a gun, committed injustice and replaced that dream with a nightmare. Respecting power. Power is capable of achieving astonishing results, for good or for ill. One person, with vision and integrity, can stir a forlorn group to hope and action, as British Prime Minister Winston Churchill did with his "finest hour" exhortation to a nation that had been battered and demoralized by Hitler's rapid successes in 1940. And one person, with a perverse mission and willingness to manipulate, can destroy a group on the verge of greatness.
Frances Hesselbein, Marshall Goldsmith, and Richard Beckhard (San Francisco: Jossey-Bass, 1996), p. 245. 3. For a detailed program to identify and destroy damaging illusions, see my book Fatal Illusions: Shredding a Dozen Unrealities That Can Keep Your Organization From Success (New York: AMACOM, 1997). 4. Robert L. Dilenschneider, On Power (New York: HarperCollins, 1994), p. 3. Page 21 2 The Myths of Power Of all the little and big forces that subordinate our actions to superior powers it is ideas that hold the most direct and immediate sway.