![]() Some enterprises, like Facebook, have new power models but don’t seem to embrace the values others, like Patagonia, have new power values but wield their influence using traditional old power models. New power actors differ from old power players along two dimensions: the models they use to accumulate and exercise power and the values they embrace. The goal with new power is not to hoard it but to channel it. Like water or electricity, it’s most forceful when it surges. It is open, participatory, and peer-driven. ![]() ![]() New power operates differently, like a current. The everyday people, leaders, and organizations who flourish will be those best able to channel the participatory energy of those around them-for the good, for the bad, and for the trivial. The future will be a battle over mobilization. ![]() It is closed, inaccessible, and leader-driven. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. ![]() Jeremy Heimans, cofounder of Purpose and Avaaz, and Henry Timms, director of the 92nd Street Y in New York-offer a framework for organizations seeking to effectively use the two distinct forces of “old power” and “new power.” Old power, the authors argue, works like a currency. Book Title: New Power: How Power Works in Our Hyperconnected World–and How to Make It Work for You ![]()
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