Chapter 12. Power and Influence
Allan R. Cohen
David L. Bradford
Little could be more fitting in a book honoring Richard Beckhard than an attempt to come to grips with power and influence in organizational life. He was a master on this subject, though one had to watch closely to see just how clever he was. He could smell who possessed power in situations, instinctively knew how to figure out what it would take to gain their trust or, if necessary, nudge them aside. He could sense where the levers of power were and how to gain control of them, and was totally unambivalent about exercising power in the service of desirable ends.
The problem with this territory during the past century has been the difficulty many have had in gaining comfort with both ...