Cover of 7 Rules of Power by Jeffrey Pfeffer - Business and Economics Book

From "7 Rules of Power"

Author: Jeffrey Pfeffer
Publisher: BenBella Books
Year: 2022
Category: Business & Economics

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Chapter 2: Rule 2 | Break the Rules
Key Insight 2 from this chapter

Strategic Advantages of Defying Established Norms

Key Insight

Rules and norms are frequently established by those in power to perpetuate their existing authority and may disadvantage others. Therefore, playing by these conventional rules can be counterproductive, particularly for those in weaker positions. Research by political scientist Ivan ArreguΓ­n-Toft on wars between 1800 and 2003, where the stronger force typically won 71.5% of the time, showed a significant shift: between 1950 and 1999, weaker forces won 51.2% of the time. This success was largely attributed to their adoption of unconventional strategies, increasing their winning percentage from 28.5% to 63.6% when not playing by the rules.

This strategic principle extends beyond warfare to various domains. In basketball, teams that consistently employ unconventional tactics like a full-court press 100% of the time often outperform their natural talents and win more frequently. Similarly, many successful entrepreneurs, especially those disrupting established industries, are notable rule breakers. Elon Musk, for instance, has achieved success with Tesla and SpaceX by directly confronting and even insulting regulators via Twitter, rather than engaging in conventional give-and-take. His approach allowed him to sidestep rules or ignore enforcement attempts, prioritizing his revolutionary goals over regulatory compliance.

A specific, yet often overlooked, strategic rule to break is the reluctance to ask for things. Studies by Flynn and Lake indicate that people vastly overestimate the number of individuals they would need to approach for a favor, often by a factor of two, due to an excessive focus on potential costs and a fear of rejection. However, people are often willing to help, as it aligns with social expectations of cooperation and is flattering to be asked. Examples include Keith Ferrazzi securing an annual dinner with a top executive as a condition for accepting a job offer in 1992, and Reginald Lewis gaining admission to Harvard Law School in 1965, defying an explicit rule, simply by asking and making his case. The potential downside of rejection is often minimal, as one would not have obtained the desired outcome without asking anyway.

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