Power is often granted rather than generated. In other words, it derives from the consensual approval of others. The dilemma lies in whether to use the power conferred to the organization. If power is not utilized when it should be, it leads to neglect and a breach of trust. Conversely, if it is used when it should not be, it constitutes interference and violence. So, how do we distinguish between these situations? It should be exercised decisively when disagreements need resolution, when injustice or crime is anticipated or has occurred, or when harm is expected to be, or has been, inflicted on someone. In these instances, the use of power must be accompanied by accountability. Power should be deployed only if no one else is accountable for the choices and decisions made. Otherwise, it is better left to the organization’s discretion. Consequently, power, leadership, and benefits are healthy only when proportional to the level of responsibility. - Joseph’s “just my thoughts”
Let’s say you have two options. If you press the blue button , you will receive 1 million USD, and if you press the red button , you will receive 10 million USD, but the probability of winning is 50%. Which button would you press? If pressing the blue button is business, pressing the red button is gambling. In other words, depending on your attitude toward the relationship between risk and reward , we can determine whether we are suitable as managers. But if you press the red button with a 50% chance of winning and you don’t win, and you have to pay a fine of 1 million USD, would you still press the red button? The relationship between risk and reward influences people’s behavior. Business is about creating a structure that is advantageous to me, and building a system in which the structure continues to benefit me is called management. - Joseph’s “just my thoughts”