Gold Crushes Ants Ill-Fitting Robes and Disruptions Power Redistribution-enhanced-v2-100p
Update: 2024-11-29
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Gold Crushes Ants, Ill-Fitting Robes and Disruption's Power Redistribution Aidan McCullen: [00:00:00 ] Gold Crushes Ants, Ill-Fitting Robes and The Power Redistribution of Disruption. Just a brief reminder of what this episode is in case you have not heard it before.. Each week I write a newsletter called The Thursday Thought. For years, listeners to the Innovation Show have asked me to narrate it. I never had enough time. So today, I am using AI. I have cloned my voice. It is not perfect, but it saves me hours of effort. For those who want the short version. Here is a paragraph: Disruption redistributes organisational power, information and status. As Machiavelli noted, those in power dislike such change. However, there is a twist to this week’s Thursday Thought. Sometimes, the new-found power does not sit well with those who inherit it, to their detriment and to that of the organisation. Gold Crushes Ants! Let's begin with a quote by Plato from "The Republic." Plato wrote: "But when the cobbler or any other man [00:01:00 ] whom nature designed to be a trader, having his heart lifted up by wealth or strength or the number of his followers, or any like advantage, attempts to force his way into the class of warriors, or a warrior into that of legislators and guardians, for which he is unfitted, and either to take the implements or the duties of the other; or when one man is trader, legislator, and warrior all in one, then I think you will agree with me in saying that this interchange and this meddling of one with another is the ruin of the State." This passage from Plato's The Republic expresses the idea that societal roles should be distinct and specialised to ensure the stability and well-being of the state. Plato argues that each individual has a natural aptitude and should perform the role suited to their abilities. The cobbler (a metaphor for any tradesperson), the warrior, and the legislator/guardian represent different classes in society. Plato believes that problems arise when individuals try to take on roles for which they are [00:02:00 ] not naturally suited or when they attempt to accumulate power by combining multiple roles. For example, if a cobbler tries to become a warrior or a warrior tries to become a legislator, it disrupts the social order and leads to chaos and ruin. This concept is part of Plato's broader vision of a just society, where everyone contributes according to their strengths and society functions smoothly as a result. The Power Shift. Let's take for example, the significant shift in power that occurred in many organisations due to the advent of digital technology. The rise of roles such as heads of digital, data, AI and E.S.G. transformed traditional industries, from media companies to physical retailers. These new roles require a different set of skills, mindsets and perspectives, often leading to friction within long-held hierarchies. In many traditional organisations, digital leaders face resistance similar to what Plato described. Established professionals, [00:03:00 ] akin to the warriors and legislators in The Republic, often see these newcomers as threats to their traditional roles and authority. This resistance can be rooted in a fear of obsolescence or a reluctance to adapt to new methods and technologies. For instance, the introduction of digital journalism revealed how technology can challenge the conventional roles within a newsroom. It changes the "speed to market", it raises concerns about traditional journalists and the changing nature of editorial control. This works both ways, where new power dynamics can lead to tensions when digital leaders overstep their bounds or when their innovations disrupt the status quo too abruptly. All of a sudden, their importance leads to ego problems. Gold Crushes Ants: The Gradual Path to Power and Responsibility. “If you give a ton of gold to an ant, it will only crush the ant.” — Sadguru There’s a profound parable shared by Sadguru...
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