The Power of Giving Away Power Summary

"Power isn’t meant to be hoarded—it grows when it’s shared." Matthew Barzun’s book challenges conventional views on power, uncovering ways to create collective strength.

1. The Founding Fathers Designed America as a Constellation

When the United States was formed, it embraced a constellation of independent actors uniting to shape something larger than themselves. The Great Seal reflected this vision of interconnected power networks.

The idea of a “Great Seal” came to life in 1776 as a visual representation of the nation's identity. Politicians like Thomas Jefferson and Benjamin Franklin collaborated through several committees, blending diverse concepts to create the final design. It symbolized unity out of diversity—13 colonies represented as stars in a single constellation.

But, the Seal also has a hidden side. A hierarchical pyramid was added, symbolizing stability and authority. Largely ignored until Franklin D. Roosevelt adopted it on the one-dollar bill in the 1930s, this side reflected a sharp shift toward centralized, top-down authority.

Examples

• The 13 stars on the Great Seal unified the colonies’ different perspectives.
• Committees drew from varied voices to finalize the Great Seal’s vision.
• Roosevelt prioritized the pyramid’s hierarchical symbol, reshaping the idea of power.

2. Pyramid Power Limits Creativity

A pyramid centralizes decision-making, reducing uncertainties but stifling innovation. It avoids collaboration and creates rigid boundaries for those beneath the hierarchy.

Today, businesses and governments rely on pyramids for streamlined control. Leaders enforce ideas and teams follow predefined roles. While this structure may seem efficient, it closes the door on flexibility and group problem-solving—qualities crucial for adapting to a shifting world.

Contrast this with constellations, where power spreads across networks. In these systems, everyone contributes independently toward a shared goal. Open collaboration fosters new ideas and builds adaptability across communities.

Examples

• Companies reward individual work rather than team achievements under the pyramid model.
• Wikipedia thrives on a constellation structure with shared editing responsibilities.
• A pyramid mindset forces conformity, while flexibility drives collective success.

3. Constellation Power Thrives Through Collaborative Leadership

Mary Parker Follett, an early 20th-century thinker, opposed hierarchy and advocated leadership through mutual integration of ideas.

Follett’s theories saw teamwork as foundational to achieving meaningful results. By integrating diverse perspectives in decision-making spaces, groups can create something truly new. She emphasized the role of leaders in enhancing "power-with" rather than commanding "power-over."

Her ideas were prescient but temporarily forgotten during the military-driven hierarchies of the Depression and World War periods. With today’s increasing complexity, her approach is seeing a resurgence in business and community models.

Examples

• Follett’s work in community centers emphasized shared goals and teamwork.
• Her analysis of power structures in Congress highlighted inclusivity.
• Businesses today are rediscovering her collaborative models as antidotes to rigid systems.

4. Interdependence Builds True Relationships

Relationships thrive on interdependence, where individuals work collectively while maintaining independence. Stephen Covey’s famed productivity advice reflects Mary Parker Follett’s themes of co-creation instead of domination.

Interdependent teams result in stronger outcomes. For example, a Google study of 180 companies identified interdependence as the most critical factor in team success. It enables productive friction, allowing individuals to navigate challenges together creatively.

Relationships deepen when there’s an “a.l.s.o.”—ask, link, serve, and open up. This dynamic fosters trust and ensures mutual growth, strengthening the bonds between collaborators.

Examples

• Google found that interdependence turbocharges workplace effectiveness.
• Churchill strengthened the US-UK’s “special relationship” after WWII through shared goals.
• Families exemplify interdependence naturally, balancing unity and individuality.

5. Sharing Power Multiplies Energy

Power isn't finite—it expands as it’s shared. Barack Obama’s 2008 campaign showcased how decentralized involvement and mutual trust can outperform centralized control.

By encouraging small donations, Obama’s team mobilized millions. Instead of securing a few wealthy donors, volunteers self-organized and involved local communities. Decisions were made collectively rather than imposed, creating an unstoppable grassroots movement.

Sharing power creates resonance. Removing a fixed, top-down approach unlocks collective creativity and energy, enabling exponential growth.

Examples

• Obama’s small-donor events raised $19 million more than Clinton’s top-heavy strategy.
• Volunteers accessed voter rolls independently, helping achieve record voter turnout.
• Grassroots groups amplified efforts, ensuring communities worked toward shared aims.

6. Fractal Growth Mirrors Constellation Structures

Constellations grow like fractals—self-similar patterns recurring at different scales. Cities, neighborhoods, and blocks, as described by Jane Jacobs, grow organically because of their fractal dynamics of cooperation.

Fractal systems allow groups to achieve growth without requiring rigid control. By expanding upon simple repeated patterns, they adapt to uncertainty. Like constellations, they retain their integrity while spreading power across small units.

Power grows best when allowed to branch organically, leaning on collaboration and self-similarity rather than order imposed from above.

Examples

• Cities evolve organically as described in Jacobs’ urban studies.
• Wikipedia’s fractal-like structure expands power while decentralizing control.
• Small neighborhood decisions contribute to a city’s robust functionality.

7. Pyramid Thinking Is Hard to Shake

Switching from hierarchy to collective approaches isn't easy. Even Obama’s 2012 campaign returned to emphasizing personal wins over community mobilization strategies from 2008.

We’re culturally conditioned to equate leadership with dominance. This deeply ingrained mindset, visible in graduation speeches emphasizing individualism, reinforces top-down thinking. In practice, true leadership generates shared achievements through humility and inclusion rather than control.

Breaking free from pyramid thinking requires constant awareness and intentional reframing to build adaptable, responsive systems.

Examples

• Obama’s second campaign adopted a more centralized focus, reducing teamwide synergy.
• Leadership research shows success lies in humility, group goals, and shared power.
• Advice tailored to individuals (e.g., “Work hard”) often misses collective potential.

8. Great Leaders Recognize Power in Others

Leadership isn’t about personal greatness—it’s about unlocking the greatness of those around you. Empowered groups produce extraordinary results typically beyond individuals acting alone.

Recent research shows that influential leaders succeed by amplifying community strength. They guide through humility, focusing on shared wins. As Barack Obama advised, the key to creating change lies in recognizing and encouraging other people’s talents.

By leading with inclusion, leaders align group energy toward common objectives, multiplying impact through shared contributions.

Examples

• Presidents like Obama emphasize empowering others rather than imposing will.
• Case studies of top companies reveal leaders motivated by team success.
• Follett’s work inspired ways to foster collective victories over personal triumphs.

9. Sharing Power Meets Future Challenges

The problems of tomorrow require shared energy, varied perspectives, and constant adaptation. Teamwork is no longer a nicety but a necessity as we face complex global challenges.

To stay relevant, organizations must create environments that empower all contributors. From businesses to governments, collective adaptability determines whether challenges can be met effectively. Shared decision-making embraces uncertainty as a powerful catalyst rather than a risk to control.

Instead of turning inward, progress demands outward growth, leaving self-focused strategies behind.

Examples

• Digital innovation thrives on collaborative models like open-source platforms.
• Climate action relies on interconnected international cooperation.
• Teams solving today’s problems reflect diverse, flexible systems.

Takeaways

1. Practice “power-with” by amplifying others’ ideas in group settings.
2. Build interdependence using the “a.l.s.o.” approach—ask, link, serve, and open up.
3. Challenge hierarchies by delegating meaningful roles within flexible frameworks to spark collective creativity.