Twitter “Raj”

TWITTER-SPHERE

Part 2 – The Twitter “Raj”

Continued from Part 1 – Twitter Can “Kill” You

TWITTER “RAJ”

A Spoof

By

VIKRAM KARVE

Dear Reader – have you seen the James Bond Movie “Tomorrow Never Dies”…?

“Tomorrow Never Dies” is the 18^th James Bond Film – produced in 1997.

The plot of this movie is centered around a power-hungry “Media Mogul” who tries manipulate and influence events to provoke global war to in order to create “advance” headlines for the launch of his latest news channel.

Yes – this “Media Baron” has become so powerful that he can manipulate/influence events globally. This enables him to write headlines and design front pages in advance of big news events – and then make the events happen – in order to boost the Sales and TRP Ratings of his newspapers and TV Channels.

In effect – this “Media Magnate” has become more powerful than governments.

This movie was produced 22 years ago in 1997 – when Social Media (SM) did not exist – and Mainstream Media (MSM) was all powerful.

Today – Social Media (SM) has dethroned Mainstream Media (MSM).

And – of the various Social Media Platforms/Applications – the most powerful is Twitter.

Twitter is a micro-blogging and social-networking service launched 13 years ago in 2006.

Today – Twitter is the largest source of “Breaking News” and a hotbed of World Politics.

Most Powerful People – Heads of Governments/Nations, Political Leaders, Celebrities, Business Tycoons, Intellectuals, Activists – almost all influential people use Twitter (besides the common man).

Organisations extensively use Twitter too – to communicate and for Customer Service and Public Relations (PR).

The entire world has become dependent on Twitter.

Twitter has become all-powerful – like the “Media Mogul” in the James Bond Movie “Tomorrow Never Dies”.

Political Leaders and Heads of Nations have become totally dependent on Twitter.

Earlier – Heads of Nations would announce important decisions via Media Briefings (Press Conferences).

Today – Twitter has replaced the traditional “Press Conference”.

Political Leaders “Tweet” their decisions and views.

This dependence of world leaders on Twitter has given Twitter immense power over them and made them vulnerable to manipulation by Twitter.

It is the same with all people and organisations who are dependent on Twitter.

In the absence of any alternative microblogging platform – Twitter has total monopoly.

Monopoly creates Hegemony.

Thus – Twitter has become tremendously powerful – a hegemony.

There is saying that “Power Corrupts and Absolute Power Corrupts Absolutely”.

Has this syndrome affected Twitter and motivated Twitter to treat its “customers” in a high-handed and arbitrary manner….?

I first realized the arbitrary power of Twitter a few years ago when my first Twitter Account @vikramkarve was hacked.

I observed that a Russian seemed to have hacked my account and was tweeting in Russian language from my Twitter Handle.

My followers noticed these Russian Tweets too and they wondered what was happening.

I took up the issue with Twitter – but nothing happened.

I don’t remember exactly – but to the best of my knowledge – Twitter expressed their inability to restore my account back to me.

I realized that I had lost my Twitter Account and all my followers too.

After a few weeks – as advised by a friend – I opened another Twitter Account with a new Handle @vikramwkarve  

This Twitter Account became popular – and over the years – I gained a lot of followers.

A few days ago – when I opened Twitter in the morning – I saw shocked to see a message on the screen:

“Your account (@vikramwkarve) is currently suspended. For more information, please log into twitter.com”

I logged on to Twitter.

After perusing the Twitter Rules – I was certain that there was no justification for Twitter to suspend my Account – since I had not violated any Twitter Rules.

Also – Twitter gave no reason for suspending my account suddenly – without any prior intimation – in a most unilateral and arbitrary manner.

Isn’t this action by Twitter against the principles of natural justice….?

Interestingly – in the Twitter Rules – there was a disclaimer – maybe to cover up any mistakes on the part of Twitter:

“Unfortunately, sometimes a real person’s account gets suspended by mistake, and in those cases we’ll work with the person to make sure the account is unsuspended”

Well – if my Twitter Account has been suspended by mistake – why hasn’t Twitter restored it so far despite my following the proper procedure/instructions and filing an appeal to unsuspend my account…?

Yes – I have filed an appeal to unsuspend my account 3 days ago.

In reply to my appeal – all I have received is message from Twitter saying that they are working on it and it may take a few days – a very vague statement without any deadline for restoration of my Twitter Account.

(I would also like to emphasize that Twitter has not given any reason as to why they have suspended my Twitter Account – either prior to suspending my account – or in their email acknowledging my request to unsuspend the account).

(I have described the details in Part 1 of this article -> Twitter Can “Kill” You)

Since there is no way to communicate with Twitter – I do not know whether my Twitter Account will be restored or not – or after how many days it will be restored.

Or – will I lose my Twitter Account @vikramwkarve forever – in the same way as I lost my first Twitter Account @vikramkarve a few years ago…?

My Tweets are my Creative Legacy and my Intellectual Property.

Is it fair for Twitter to obliterate my creative work and destroy my intellectual property in a most arbitrary manner…?

By unfairly suspending my Twitter Account – Twitter has hurt me immensely.

Injustice to one individual may seem insignificant in Twittersphere.

Now – just imagine – if Twitter suddenly suspends the Twitter Account of a prominent person or an important organisation – won’t this cause damage to them and put them at an unfair disadvantage vis-à-vis their competitors and rivals…?

Apart from the “overt” brutal step of suspending accounts – there may be other “covert” subtle ways of manipulation (like “Shadow Banning”).

If deployed against politicians/parties – especially at the time of elections – can’t such overt and covert social media “stratagems” have an impact on the political situation – due to the excessive dependence of politicians and political parties on social media platforms, especially Twitter – considering the immense power and extensive reach of the social media…?

On a broader level – is it not possible to manipulate public opinion by using such social media tactics…?

And worse – suppose the Twitter Account of a “VIP” is hacked…?

Just imagine the consequences.

Isn’t it possible that Fake Tweets from Heads of Governments/Nations may result in devastating consequences…?

If twitter accounts of prominent persons or organisations are hacked and fake malicious tweets are sent out from these accounts – will it not ruin reputations, affect relations and influence situations….?  

If you think that hacking Twitter Accounts of “VIPs” is not possible – let me tell you that a few days ago there was news that the Twitter Account of the Twitter CEO Jack Dorsey was hacked.

If the Twitter CEO can’t protect his own Twitter Account – what can one say about the security of other accounts…?

I don’t know if it is true – but someone told me that it is automated “bots” who take important decisions like suspending accounts.

If this is true – it is indeed a scary situation – where control of the Social Media has been handed over to “machines”.

The Moot Question is:

Is there any control on Social Media – especially powerful platforms like Twitter which have tremendous influence…?

Are most governments clueless about how to control the Social Media…?

And – those who have a clue – are they helpless – as they fear that the powerful and influential Social Media can exploit their dependence on the Social Media by overt and covert means…?

Does the judiciary have jurisdiction on Social Media Platforms which are based in Foreign Countries…?

Who has jurisdiction over Social Media, especially Twitter…?

Why are the “powers that be” unable to break the monopoly of the few Social Media Giants who rule the roost – like Twitter – who enjoys total monopoly on microblogging…?

It seems that the only country which has been able to control Social Media is China.  

The majority of Western social media platforms are blocked in China, including Facebook, Twitter, Instagram, Snapchat, YouTube and many others.

Also – in China – there are alternate multiple local Social Media Platforms like WeChat, Weibo etc in lieu of Facebook, Twitter etc.

While one doesn’t advocate extreme steps like banning of Social Media Platforms – why can’t other countries develop alternative Social Media Platforms to have healthy competition and reduce the absolute monopoly and hegemony of Twitter, Facebook etc…?

In India – we have the “Make in India” slogan.

Can’t India use the expertise of its huge pool of talented software professionals to create and develop alternative Social Media Platforms to compete with Twitter, Facebook etc - like China has done…?

Also – does India have a “Regulator” for Social Media (Twitter, Facebook etc) – a Regulator to whom citizens can raise their grievances against Social Media Platforms…?

When one talks of “regulation” – activists raise the bogey of “Freedom of Speech” and “Freedom of Expression”…?

But – what about cases like mine – where Twitter has throttled my Freedom of Expression by arbitrarily suspending my Twitter Account…?

In a democracy – will a citizen’s Freedom of Expression remain at the mercy of the Social Media…?

Dear Reader – as I told you – my Twitter Account @vikramwkarve has been suddenly suspended by Twitter 3 days ago without giving me any reason.

I feel that this has been wrongly done since I have not violated any Twitter Rules – which I have clearly explained in Part 1 of this article.

In my opinion – Twitter has made a mistake by suspending my Twitter Account @vikramwkarve.

Maybe – this mistake has been done by an automated “bot”.

I have appealed to Twitter to correct their mistake and restore my account.

Twitter has acknowledged receipt of my appeal – but nothing has happened so far – though 3 days have elapsed.

They say that “the proof of the pudding is in the eating”.

Just to test whether the government has any power over Twitter – I have raised a grievance to the Ministry of Information Technology (IT) and Information & Broadcasting (I&B) regarding the arbitrary and erroneous suspension of my Twitter Handle @vikramwkarve – which was gone without even intimating me the reason for suspension – which is against the principles of natural justice – especially since I have not violated any Twitter rules.

Let’s see what happens.

If nothing happens – will it indicate that the government has no control on Twitter and the Social Media…?

At the macro-level – has Twitter become a hegemony which no one can control...?

In view of its worldwide reach and unbridled power – which has given Twitter tremendous dominance – has Twitter become a most influential tool for Information Warfare – especially Psychological Operations (PSYOP) for Perception Management...?

(To be continued in Part 3 – Social Media – The Most Powerful Information Warfare Tool…) 

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:

1. This story is a fictional spoof, satire, pure fiction, just for fun and humor, no offence is meant to anyone, so take it with a pinch of salt and have a laugh.

2. All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (All Rights Reserved) 

This Blog Post is Part 2 of my series of articles on Twittersphere - continued from Part 1 - my blog post Twitter Can “Kill” You posted in my blog at url: https://karvediat.blogspot.com/2019/09/twitter-can-kill-you.html

Sexual Harassment – Bathsheba Syndrome

SEXUAL HARASSMENT – BATHSHEBA SYNDROME

Musings of a Veteran

By

VIKRAM KARVE

For the past few days – the media is full of news of the sexual misconduct of a powerful “Movie Mogul” from Hollywood.

Powerful persons indulging in sexual harassment is nothing new.

Over the years – there have been umpteen news reports about inappropriate sexual behavior by “successful” and powerful individuals in various organizations – politics, corporates, media, bureaucracy, military, academia – everywhere.  

Many “Leaders” feel that they are “entitled” to “sexual favours” from their subordinates – as one of the “perks” of their “success”.

The power they wield gives them a sense of invincibility – and they brazenly start indulging in inappropriate behavior like sexual harassment.

Such unethical conduct can be attributed to the “Bathsheba Syndrome”

BATHSHEBA SYNDROME

The Bathsheba Syndrome is named after King David and his affair with Bathsheba, the wife of one of his Army Officers.

There are many versions of this apocryphal story – and you can read them online on the internet – so – I will give you just the “gist” of the story, in brief.

One night – when King David was strolling on the terrace of his palace – he looked down – and – he saw a beautiful woman bathing on her terrace.

King David desired the beautiful woman – so he enquired from his servants who the woman was.

His servants told King David that the beautiful woman was “Bathsheba” – the wife of one of his Army Officers – who was out fighting the war on the battlefront.

Overcome by desire – King David sent for her – and – Bathsheba came to him – she had no choice but to obey – because – after all – he was the “all-powerful” King.

King David forced Bathsheba into a sexual relationship and started having an affair with her.

King David then ensured that Bathsheba’s husband got killed on the battlefront by commanding his General to send Bathsheba’s husband to the “forefront of the hottest battle” and then retiring the rest of the army – so that Bathsheba’s husband would be surrounded by the enemy and get killed in the battle.

After Bathsheba’s husband was dead – Kind David married Bathsheba – and made Bathsheba one of his wives.

“MORAL OF THE STORY”

Three salient aspects emerge from this story.

1.  King David used his power to coerce Bathsheba into a sexual relationship and he committed adultery with her. 

2.  He abused his authority to get Bathsheba’s husband killed. 

3.  Then – he used his power to marry Bathsheba.  

There is a saying (attributed to Lord Acton): 

Power tends to corrupt – and – absolute power corrupts absolutely 

The “Bathsheba Syndrome” exemplifies this saying (in the sexual domain). 

A major ramification of the “Bathsheba Syndrome” is “Sexual Harassment”.

Due to Bathsheba Syndrome – some powerful people develop a feeling that it is their right to sexually exploit their juniors.

Ramifications of “Bathsheba Syndrome” include sexual misconduct, adultery, inappropriate behaviour, sexual harassment, sexual assault and even rape.

We constantly see news about powerful people indulging in sexual improprieties.

Such “Sexual Predators” can be seen in all professions – as is evinced by news stories emanating from time to time – “Movie Moguls” – “Media Czars” – “Corporate Big-Shots” – we see sexual harassment cases which are manifestations of the “Bathsheba Syndrome” everywhere.

These “powerful” sexual predators feel that they are above the law – and they shamelessly make sexual advances towards the “objects of their desire” – feeling confident – that their “victims” will meekly succumb and will not dare to speak up.

This silence of the victims further exacerbates the “Bathsheba Syndrome” in the perpetrator and emboldens him to do even more horrendous acts of sexual abuse – even to the extent of sexual assault and rape.

Silence of the “Victims” makes the Sexual Predator feel that he can get away with anything.

An example of this is the recent case of the “Movie Mogul” where the numerous “Victims” of his Sexual Abuse kept silent for many years for various reasons – fear, shame, career advancement etc. – and now – they are suddenly speaking out – after the sexual misconduct of the “Movie Mogul” has been exposed.

Another curious aspect of “Bathsheba Syndrome” cases is that when allegations of sexual harassment are made against a powerful man – the “ecosystem” rushes to protect the “perpetrator” and tries to shame the “victim” by casting aspersions on her character and expressing doubts on her version of the sexual abuse.

You must have observed this “Perpetrator Veneration” and “Victim Shaming” in many “sexual harassment” cases – where “apologists” rush to defend the “bigwig” who was accused of sexual misbehavior while simultaneously trying to tarnish the reputation of the “victim” of sexual abuse.

The Military tends to take sexual misconduct cases seriously (especially “stealing the affection of a brother officer’s wife) and acts promptly against the perpetrators using the “catch-all” offence “conduct unbecoming of an officer” to take disciplinary action against the transgressor.

Women are not the only victims of sexual harassment – even men may be subjected to sexual abuse – in rare cases – by powerful women – or – in some cases – by powerful men with “queer” inclinations who may make unwelcome sexual overtures towards vulnerable men/boys.

You may have seen news reports from time about innocent boys sodomized by perverted sexual predators.

An example of a powerful woman CEO making unwelcome sexual advances on her subordinate in a corporate organization is depicted in the movie Disclosure – an American erotic thriller film produced in 1994 – starring Michael Douglas and Demi Moore – on the theme of Sexual Harassment.

I still remember a quote from this movie:

“…“Sexual Harassment” is not about “Sex” – it is about “Power”…”

Yes – “Sexual Harassment” is about “Power”.

That is the essence of the “Bathsheba Syndrome”.

Dear Reader:

You may have observed examples of “Bathsheba Syndrome” – in society – in your workplace or other organisations – or seen reports on the media – where powerful people indulge in sexual harassment.

During my long stint in the Navy – I did observe a few examples of “Bathsheba Syndrome” – and maybe – if appropriate – I may narrate a few “stories” – sometime in the future.

But – one thing is sure – sooner or later – these “Bathsheba Syndrome” types are exposed for their sexual misconduct – and then – their fall from grace is terrible – they face dishonor – they lose their reputations – they lose all the goodwill they have earned – their personal relationships are wrecked – yes – as we see in the case of the “Movie Mogul” – the fall is devastating. 

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:

1. This blog post is a fictional spoof, satire, pure fiction, just for fun and humor, no offence is meant to anyone, so take it with a pinch of salt and have a laugh.

2. All Stories in this Blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)

Power and Leadership Style

From my Management Lecture Archives:

More than 25 years ago, I wrote an article on POWER AND LEADERSHIP in a Management Journal and also used my article as a basis to deliver lectures on the subject. 

Later, after I started blogging, I posted this lecture on POWER in my various blogs (in this blog first in 2008 and updated and re-posted later a few times).

Dear Reader: This morning, I thought that I should post an updated and abridged version of the article for your perusal:

POWER and LEADERSHIP STYLE
An Essay

By

VIKRAM KARVE

The two essential entities that flow between the human elements of an organisation are information and power.

Information flow is a means of communication whereas Power is an instrument of control.

Viewed from a Systems perspective, information flow is the transformation process, which facilitates decision making, in contrast to the flow of power, which is a control process whose objective is to ensure optimal operational performance.

Organisations are arrangements of power among individuals. 

In fact, as per one definition, an organisation comprises two or more persons interacting within a recognised power relationship for some common purpose. 

The interplay of power enables the achievement of common purpose (organisational objectives) and determines organisational behaviour.

Before we study the effect of power on organisational behaviour, it may be apt to take a closer look at the phenomenon we call POWER, in particular INTERPERSONAL POWER.

Interpersonal Power is the kind of power that people have over one another in formal and informal situations.

TYPES OF POWER

The various forms of power may be categorised into one or more of the following 12 categories, some of which may be inter-dependent, or overlapping, and some even forming power equations:

1. POSITION POWER

2. EXPERT POWER

3. CHARISMATIC POWER

4. INFLUENTIAL POWER

5. IMPLIED COERCION

6. ACTUAL COERCION

7. POWER OF APPLIED PRESSURE

8. POWER OF RAW FORCE

9. ASSUMED POWER

10. USURPED POWER

11. ORGANIZATION POWER

12. ASCETIC POWER

In many situations, particularly in organisations, many of the above forms of power are inextricably intertwined and mutually interdependent.

In fact, that is the beauty of the dynamics of the interplay of power within an organisation, which is why we will discuss the effects of the above types of power on organisational behaviour.

Now let us explore how this fascinating phenomenon called power impacts and determines organisational behaviour and elaborate a bit on each of the various forms of Power listed above.

POSITION POWER

Position Power or legitimate power is the power that emanates from the rights of the holder of a position in the organisation owing to the deference of subordinates to that position. 

Position Power is vested in the leader by the organisation. 

This means that should a conflict arise between the leader and the follower, the leader will get his way. 

It is this type of power that is most open to abuse, misuse and distortion.

INFLUENTIAL POWER

According to Alvin Toffler, in his book Powershift, the three important sources of power are violence, wealth and knowledge. 

He also says that power is the reciprocal of desire, or needs. 

Anyone who can fulfil (or withhold) your needs or desires is a potential source of power. 

Thus, if you desire a promotion, your boss who can give (or deny) you the promotion has power over you. 

If you need money, the person who can give you money has influential power over you. 

The more your needs and desires, the more you are subject to influential power.

Influential Power or compensatory power is the power over rewards and resources.

For example, money or wealth is an instrument of influential power. 

Satisfaction of needs (Maslow’s Need Hierarchy) including higher order needs of safety, belongingness, recognition and self-esteem through actions like grant of wage hikes, bonuses, increments, incentives, awards, promotions, and simple intangibles like just “a pat on the back” are typical examples of influential power.

COERCIVE POWER

Coercive Power is an instrument of punishment. 

Denial of legitimate needs, dismissal, demotion, unwarranted “punishments” like vindictive transfers and other forms of harassment are some commonly observed examples of coercive power. 

If these “punishments” are actually implemented and imposed, then it is called Actual Coercion but even the mere threat and power to impose these coercive punishments is a potent form of power and is called Implied Coercion. 

There is saying that sometimes the threat of violence is sometimes more scary than actual violence, so implied coercion can sometimes be quite effective. 

The extreme cases of coercive power include the power of raw force (physical assault or harm to life and limb) and implied or threat of force (power of applied pressure).

In most cases, influential power and coercive power have linkages with and may emanate from position power and rely on sources of wealth and violence (the “carrot and stick” approach). 

COERCIVE POWER is also called CONDIGN POWER. 

Condign Power refers to brute force. 

This means the ability to inflict punishment on someone if he does not obey. 

Courts, Police and Military Forces are the principal instruments of condign power.

EXPERT POWER

Expert Power is probably the only power that a lower ranking employee in an organisation can exert over those above him in the hierarchy or higher than him in rank or position. 

The source of Expert Power is knowledge. 

It is the power devolved to a person who is regarded as possessing essential knowledge, skills, abilities, or expertise needed by the boss and the organisation. 

If we look around we will see lots of examples of expert power especially in the technical domain and in Information Technology, where certain “key” employees wield expert power which is much more vis-à-vis their position in the organisational hierarchy.

One must remember that expert power lasts as long as the expertise is uniquely consolidated in the employee and adds value and is required by the organisation.  

Once a particular knowledge or expertise dissipates or becomes obsolete or redundant, the expert power that comes with that expertise disappears.

ORGANISATION POWER

A network of people who form an organisation or group may collectively radiate power. 

Organisations like the army, civil service, and police wield immense power and so do large industrial and political organisations. 

Other examples are Union Organisations, Employers’ Associations and Confederations of Industries.

Organisation Power may exhibit similar attributes like position power, influential power and coercive power relying on the sources of wealth and violence for sustenance.

CHARISMATIC POWER

Charismatic Power is a type of power attached to an individual. 

Charismatic Power emanates from personality and plays an important role in organisations. In situations when two persons with equal position power (peers) interact, we observe that one person tends to get his way more often than the other. 

This type of power that enables one peer to get his way during an interaction is called charismatic power or personal power. 

A person possessing charismatic power can get people to obey him of their own free will, he exercises conditioned power by changing beliefs through persuasion and willing acceptance by the follower. 

The key factors that determine charismatic power are:

1. Self Image – How you view yourself

2. Peer Image – How you view your peer (power inferior, power equal or power superior)

3. Feedback Factor – How you read the power play in the interaction

4. Situation Image – How expertise pertaining to a certain situation determines the power equation. (e.g. Situational Expert Power)

ASSUMED POWER

Assumed Power is illegitimate position power (authority without accountability). 

Examples include personal staff to high officials, low level functionaries in important government departments, etc. 

In general, any person who can deny, withhold, delay or fulfill your needs or desires has the potential to assume power over you.

USURPED POWER

Powerlessness may cause frustration and, in extreme cases, lead to desperation, which may trigger off attempts to usurp power (e.g. –  Military Coup, Hostile Takeover of Companies, etc) 

Power may be usurped by an individual or group and then maintained by force, coercion, influence, charisma or combinations thereof. 

Look within your own organisation – a discerning look may reveal many overt, covert and subtle forms of assumed power and usurped power.

ASCETIC POWER

  

To start with, I will relate below a story, maybe apocryphal, which illustrates the concept of ASCETIC POWER.

THE STORY OF EMPEROR ALEXANDER AND PHILOSOPHER DIOGENES

Alexander the Great, the emperor of the world, who had conquered all lands and seas and considered himself the “son of a god” and before whom all knelt in veneration and reverence, one day early in the morning, was riding with his army through Greece.

Suddenly he saw a man lying naked in the sand by the side of a river basking in the early morning sunlight.

Curious, Alexander rode towards the naked man. The man who was basking in the sun seemed to be totally indifferent to the distinguished visitor and his entourage.

The naked man remained prostrate and made no attempt to get up. He ignored the Emperor Alexander the Great sitting majestically on his horse.

An angry soldier shouted at the naked man: “You there – do you know in whose presence you are?”

“Who is he...?” the prostrate man answered lazily, without the stir, making no move to get up.

The astonished soldier proclaimed: “Wretched man, you are in the presence of His Exalted Highness Alexander the Great – Emperor of the World.”

“Oh...” the naked sunbather said impassively, continuing to lie down. 

He casually looked up at Alexander the Great mounted imposingly on his horse.

Then, the naked man said to Alexander: “I am Diogenes.”

“Ah, so you are the philosopher Diogenes!” Alexander exclaimed, “I have always wanted to meet you – I have heard so many stories about you. Diogenes, I am impressed. I will grant you anything you wish. What do you desire? Diogenes, ask for anything in the world and it will be yours.”

Still lying prostrate on the sand, Diogenes said to Alexander: “Please could you move a little to the side and get out of my sunlight, because you are blocking the sun and spoiling my sunbath. That is all I want from you…”  

Power is the reciprocal of desire. 

If I desire something from you, then you have the power to either grant or withhold what I desire from me. 

If I do not desire anything from you, then you have no power over me. 

A desire can be any form. 

It can be tangible, like material wealth, or even intangible, like love, appreciation etc. 

In his time, Alexander the Great was the most “powerful” man on earth, but he had no power over Diogenes, because Diogenes did not desire anything from him.

This story illustrates the fact that you cannot have power over someone who desires nothing from you. 

That is Ascetic Power. 

Look closely and you will see individuals with ascetic power around you, maybe even in your organisation too. 

LEADERSHIP AND FOLLOWERSHIP STYLE

Each person, because of his life experiences, develops a characteristic way of behaving when he has power over another. 

How you behave when you have power over someone is your leadership style.

Each of us has a characteristic way of reacting to those we recognise as having power over us. 

How you react to someone who has power over you is your followership style.

Leadership and followership styles may embody situational and cultural aspects. 

Different types of power have varied connotations in different cultures. 

In some parts of the world and in most hierarchical, military and bureaucratic organisations position power may be of prime importance.

In some other domains (especially political organisations) charismatic power may prevail.

And in some organisations, especially technical organisations, expert power may be given more recognition. 

With increasing globalisation, these aspects merit consideration in determining power equations in multinational and multicultural organisations.

HOW POWER AFFECTS BEHAVIOUR

Like all resources, power is susceptible to misuse.

Power corrupts, and to quote Lord Acton:

“Power tends to corrupt and absolute power corrupts absolutely...”

Let us see, in the organisational scenario, what power does to people and discuss the process by which managers may get corrupted by the acquisition of power.

This process of corruption due to power is a four-stage process and the sequence seems to be quite consistent:

STAGE 1 – SURPRISE

After you acquire power, especially position power, say after a promotion to a senior position like CEO:

First, there is surprise at how quickly erstwhile peers or equals change their behaviour towards you. 

Then there is a distancing process. 

You can no longer be “one of the boys”. 

Your privileges increase – after all Rank has its Privileges.

STAGE 2 – EXCITEMENT

The second phase is a feeling of excitement, of recognition that when you, as the new leader, use your power to make a decision, your decision is both sought after and gratefully received. 

This develops into strong feelings of self-worth and you have a feeling of doing something worthwhile. 

You have a feeling of importance owing to the satisfaction of the inner need for significance.

STAGE 3 – POTENCY

The third phase is the one most likely to begin the process of corruption. It is feeling of potency. 

You, as a powerbroker, start to understand how much power and concomitant resources you can employ in order to amplify your own person, role and achievements. 

There is an accompanying feeling of isolation. 

The “leader”, possessing power, becomes inexorably drawn away from the subject (follower or victim) of his power and is tempted to feel bigger for it.

                                                                 

STAGE 4 – EPIPHANY

In the final phase, there is a split. In this stage, persons possessing power behave in two distinct ways.

If you are a prudent manager or leader – you will begin to realise the negative aspects of power. 

You will sense the reactions of your subordinates and peers in the organisation to the power equations and accordingly you will evaluate the situation and respond in a positive manner by appropriate delegation of power in order to empower your subordinates – or at least generate a feeling of empowerment among them.

If you are one of those indisputable ambitious power seekers – you will begin to believe that power is something that you can now command – because of who you are. 

You take your power for granted and begin to believe that your own identity is of prime importance as compared to those you lead (followers). 

You create defences against potential attack by peers and subordinates and other you imagine who want to grab your power. 

You will surround yourself with reinforcements (siege mentality). 

Finally, like Nero, Hitler and many other tyrants and totalitarian rulers, autocrats, despots and dictators, you will start having illusions of your own glory and ignore the reality of the situation and signs of your impending end.

In extremis, all those who hold on to power risk turning into paranoids and megalomaniacs like the ones we read about in history books, including the corporate world.

CONCLUSION

The advent of the information age and knowledge worker and fast changing business environment and flatter organizational structure owing to proliferation of information technology and implementation of modern management practices and consequent dynamic changes in traditional power equations necessitate an understanding of the different kinds of power relationships in organisational situations and their impact on organisational behaviour.

It is, indeed, vital to recognize that power is a key resource which must be prudently managed so as to minimise power conflict for the good of the individuals involved and the organisation to which they belong.

I will end with another quote from Lord Acton:

... And remember, where you have a concentration of power in a few hands, all too frequently men with the mentality of gangsters get control. History has proven that. All power corrupts; absolute power corrupts absolutely ...

Lord Acton

Power is a vital resource in governance and management. 

It is important to understand the dynamics of power in order to handle it prudently.

If the various types and aspects of power are not understood properly and mishandled, then power can become a dangerous resource and things can get out of control. 

VIKRAM KARVE

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All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

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This is a revised version of my article written by me more than 25 years ago in the 1990s and posted online an number of times on my various blogs including at urls: http://creative.sulekha.com/the-power-game_508927_blog  and http://karvediat.blogspot.in/2011/02/power-and-organisational-behaviour.html  and  https://karve.wordpress.com/2011/02/25/vikram-karve-types-of-power-and-ascetic-power/ and  http://karvediat.blogspot.in/2012/06/power-and-its-management-primer.html and https://karvediat.blogspot.in/2013/06/power.html and http://karvediat.blogspot.in/2013/12/does-power-corrupt.html and https://www.quora.com/profile/Vikram-Karve/Writing-by-VIKRAM-KARVE/How-Power-Corrupts etc