Power v Goodness

The Power-Centred Mindset

Every single person's contribution counts in regard to producing goodness. The dissemination of this idea can occur through education, self-development, setting examples, and increases in societal maturity. The 21st Century enlightenment will be significant and TOP is playing its part here. In the greater scheme of things, as long as we survive, maturation of humanity seems inevitable.

However, there are serious—seemingly intractable—threats:

  • many who lack concern for goodness seek and assume leadership positions
  • some leaders have contempt for goodness or see it as a weakness to exploit

These serious threats emerge from the power-centred mindset, which is part of THEE: located at PH'6QH4t2. Power-centredness is a variant of individualist ethical choice, and one of the 7 approaches to interacting for benefit. That means it is intrinsic to being human.

All the interacting-for-benefit mentalities are egocentric in that they focus on your benefit in your society. It is notable that power-centredness, a variant of individualist ethical choice, shares the same quadrant as kinship-centredness, which is a variant of communalist ethical choice.

The numerous applications provided in that posting reveal just how important power-centred principles are for everyone. Having said that, the power-centred mindset is no different from any other value system (doctrine, paradigm, theory, ideology) insofar as it can:

• take over a person
• be socially divisive
• become over-valued and misapplied
• reject and devalue other mindsets

Unfortunately, the power-centred mindset differs from other value systems in one crucial way: it advocates the use of any and all means to achieve its own ends. Having obtained dominance, there are further problems in that power corrupts i.e. even those who are not naturally power-centred have difficulty in managing egotistic urges when in a position of social power. How much more corrupt is power in the hands of those for whom corruption is as natural and digestible as mother's milk.

Goodness is Secondary

Goodness is at risk for power-centred individuals unless specific attention is paid.

Power-centredness does not preclude the use of ultimate values-R"G1. Even criminal gangs disintegrate without a sense of fairness and other values. However, a power-centred person (who is not committed to a criminal career) can judge it perfectly appropriate to apply negative ultimate values like revenge, fear or hate. Because strength is needed to handle adversity, all the mantras-R"G2 are equally relevant for power-centred individuals.

Perhaps the most effective components of goodness, the techniques of healing-R"G3, are likely to be rare or absent from the power-centred person's repertoire. Instead, the infliction of pain and suffering is regarded as a tool in social relations. This is part of enabling a bad character-R"G4 e.g.

• taking advantage of another is natural,
• helpfulness is always an extra, and
• lying makes integrity impossible.

The higher Levels, equanimity-R"G5, vitality-R"G6 and great dreams-R"G7, which depend on good motivations, are not given attention.

Power-centred people affect both the largest and the smallest groups in societies: in organizations, in families, in the church, in politics, indeed anywhere and everywhere that people interact.

The wilful and egocentric exercise of power generates most of the avoidable pain and suffering in this world: naturally operating via leaders. So politicians and chief executives, rather than generals and popes, are the modern day culprits in wider society. In handling them, the first requirement is awareness.  

ClosedTop Politicians

ClosedSome Chief Executives

Confronting the Will to Power

ClosedWhat Wilful Power Feels Like

The issue here is handling interpersonal interaction : see details of levels here. During interactions, a power-centred person quickly fills a good person with discomfort-L1 that is inherently impure: feelings of distrust, fear, resentment, dislike, disgust, envy and more (dependent on the situation). At the contact-L5 level, the experience may be charming or abrasive, but avoiding such people is possible. However, at the exchange-L4 level (e.g. work), avoidance is more difficult and it may be a daily drain on your energy. Bonding-L3 can be avoided, but not differences-L2 if you are in a relationship.

So the issue links directly to overcoming pain via self-purification, sacrificing, being generous, forgiving & being grateful. However necessary (and they are), these healing techniques do not touch a power-centred person. It is usually necessary to accept reality because that gives you strength; then maintain integrity because that builds character. This does not solve the problem posed by power-centred behaviour, and so a method of handling must be found. A countervailing forcefulness is typically required. It can be exhausting.

  • Turn the other cheek: That rarely alters the interpersonal interaction. Unless it is a manifestation of strength-R"G2, it is masochistic.
  • Non-violent resistance: That is a power-play, which only works when those in power are few and those resisting are many. However, where those in power are many, then the few will be eradicated: e.g. defamed, exiled, locked-up, bankrupted, excommunicated, ejected, killed. At work, employees may use passive aggression e.g. work to rule, or strikes. It was an ideal strategy for Gandhi in India against the British.
  • Cut and run: If the power-centred behaviour is surprising, it may be a reason to reject the initial commitment and disengage. As you are unlikely to be able to change this mentality, it is better to try again with someone else, and make a more perspicacious choice.
  • If you can't beat 'em, join 'em: That is a common response. It only works well if you are intrinsically power-centred or ready and willing to function in a power-centred way.
  • Alter the context:  Usually the context has features that enable or even foster dominating behaviours and power-plays. These can often be altered so as to either induce constructive changes in behaviour, or drive the power-centred person to cause bother somewhere else.

Originally posted: 7-Jun-2013