Change: Who to blame?

A major difference between this book and say the book The 48 Laws of Power, by Robert Greene, is how each addresses CHANGE.

Mr. Dilenschneider notes time and time again that one should embrace new technologies in order to survive and grow in power and influence within an organization.

Mr. Greene, in contrast, preaches that one should talk about the NEED for change but not to change or reform too much at once. He says that while everyone understands the need for change, in the abstract, day-to-day change of any magnitude can be traumatic to an organization, even spark a revolt. In both cases the power-player is doomed.

In this “power” book, he notes that the true power grabber should make a “show” of respecting the old way of doing things, before tossing them out the window. Not everyone agrees with this concept, for sure.

By becoming identified with change, even leading its execution, one can become the “execution-ee” as well, especially if the changes only partially succeed. Exposing oneself to the “absolute embrace” of specific changes can eliminate promising careers, it seems, in many organizations, as one becomes the scapegoat for failed ideas.

This author says to never underestimate the “conservatism” of those around you in an organization.

Mr. Dilenschneider prefers to use new, disruptive technologies to effect change and communicate its results, rather than becoming the target of the changes themselves. Let everyone participate in these new technologies you have mastered and embraced. One wonders…..