Anjar Priandoyo

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The Power of Balance: Transforming Self, Society, and Scientific Inquiry (Torbert 1993)

Leaders in can exercise an inherently positive kind of power that can be called “the power of balance.” Leaders must exercise this “power of balance,” if they are to succeed in generating and sustaining organizations that:

  1. empower their members;
  2. reliably increase their productivity and legitimacy; and
  3. transform appropriately in, and responsibly manage their impact on, turbulent environments.

A further claim is that, whereas other types of power corrupt, and require balancing by one another in order to limit corruption and injustice, the exercise of the power of balance generates increasing self-balancing, increasing personal integrity, increasing institutional efficacy, and increasing social justice.

Leaders must be able to exercise four different types of power. I argued that these must be blended differently at different times, with different people, if they are to succeed in cultivating growth and transformation among individual organizational members and in overall organizational strategies, structures and systems.
“unilateral power,”
“diplomatic power,”
“logistical power,” and
“transforming power.”
Ability to exercise and appropriately blend these four different types of power called “the power of balance.”

Chomsky–Foucault debate

Power is never evenly distributed. Authority systems and reporting structures depend on power asymmetrices.


Written by Anjar Priandoyo

Januari 23, 2022 pada 8:23 am

Ditulis dalam Science

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