《Power》读后感100字

　　《Power》是一本由Jeffrey Pfeffer著作，HarperBusiness出版的Hardcover图书，本书定价：USD 29.99，页数：288，特精心从网络上整理的一些读者的读后感，希望对大家能有帮助。

　　《Power》精选点评：

　　●Maybe because I had too high of expectations on this book, I didn’t enjoy reading it at all. Most of the stuff is common sense, or well-known sad reality. But more importantly, power shouldn’t be the ultimate goal of working but byproduct of doing what you like and doing what you’re good at, even though hierarchy is ubiquitous.

　　●公正世界假设那段很厉害啊。。。

　　●给了些比较实际的建议，其实首先是willingness，接着才有后面一系列的方法论，和大量例证。

　　●社科版君主论

　　●登上权力顶峰的统计分析

　　●好吧，推荐一下。典型励志书，包裹着所谓实验研究成果。有趣的是暗含了美国人的权谋思维是什么样子的。留学美国，外企工作，初到欧美的中国人，值得一看。

　　●太实在了

　　●#还书债# 34/60 to 文竹。这学期恐怕是上了一门真·心灵鸡汤课

　　●2 fundamental dimensions: will (the drive to take on big challenges, skill (capabilities required to turn ambition into accomplishment). 3 personal qualities in will: ambition, energy & focus. 4 skills: self-knowledge & reflective mindset, confidence & ability to project self-assurance, ability to read others&empathize, ability to tolerate conflict

　　●简明易懂 这个教授是个jerk 但是世界需要jerk 用教授的话来说就是“如果你不play as an asshole就会有人作为asshole来恶心你 这时候 被别人喜欢还有那么重要吗？”

　　《Power》读后感(一)：游戏规则

　　Malcom Gladwell Outliner 里边比较Chris Langan和Robert Oppenheimer，两个毋庸置疑的聪明人。但前者由于对游戏规则一无所知，穷途末路，大好的脑筋，无法为人所用；后者对游戏规则的知根知底，年纪轻轻就成为Manhattan Project 的 PM。

　　这本书就是教人如何成为Robert Oppenheimer， 而不是Chris Langan。但我读起来还挺憋的。一来是我相信水到渠成，Hardcore Skill还是我关注的重点。二来是我觉得历史书和现实里边的战略比他这里的精彩得多：曹操刘备煮酒论英雄，李光地攻台之前为处理浙江水师和八旗部队之间矛盾而上的秘奏，Google退出中国后的听证会上提出的“先迫使小国家打开网络，它们就范以后再用这个事实去逼中国”的策略，还有此时此刻Obama和Republican之间的暗战。

　　我觉得关键还是你有多想要这个东西吧。而且这种“想要”还不能只是你的突发奇想，必须是你这坨细胞适合的，能做的，对方也需要的。剩下的技巧就是如何在对的时间，用对的方式，释放对的信号。

　　再说了，其实有的工作本来就是关系型的工作，叫的好听CEO, Account Manager,etc说白了就是Institutionalized Pimp而已。具体的技巧也就是拉客要找最佳地点，妓女的照片要挑最挑逗的那张~~~

　　《Power》读后感(二)：通向权力之路

　　接触到这本书，是因为这是商学院一门叫做Paths to Power的课程的教材。虽然由于被各位暑期要在投行度过的同学们的各种直接的观点毁尽三观而退掉了这门课，但是这些充满争议的言论也让我对这本书充满了兴趣。

　　简单地讲，这本书分为两部分，世界观和方法论。世界观部分引用了很多学术研究的成果，非常有说服力，但是方法论部分个人感觉比较零散，不够系统。

　　世界观：

　　1. 世界是不公平的，并非任人唯贤。

　　2. 绩效并不是升职和加薪最重要的影响因素。（升职只有7%的原因是绩效）

　　3. 好人更快乐，更穷；有权力的人更富有，也活得更久。

　　4. 政治斗争来自组织中的等级，更根本来自于资源的稀缺。

　　5. 当权者更有可能继续当权，特权阶级具有很强的稳定性。

　　6. 有权力的人制定规则。弱势群体若是按规则行事，只会继续弱势。

　　方法论：

　　一句话概括，就是做人做事都要讲策略(be strategic)。策略就是说第一要有目的，明白自己想要的是什么；第二要懂得分配有限的资源（时间、精力、金钱），去最大化程度地为这个目的服务。想起了《罗马人的故事》对凯撒的评价，他做的每个决定，从来都是目的明确，很多时候服务不止一个目的。

　　下面具体总结方法论：

　　1. 出众和打破规则。课堂上讲到了Bryan Boy的例子，他可以说毫不称职（作为一个fashion blogger博客中几乎全是自拍）、厚颜无耻、极度自恋，极度势利，比起凤姐简直有过之而无不及。然而，他迅速地获得了时尚界和上百万粉丝的追捧。他成功的原因有很多，其中敢于打破规则让他博取了无数眼球，就像陈奕迅歌里唱的“不够爆炸怎么有话题让我夸”。

　　2. 建立重要的关系网。这部分上借鉴了很多Never Eat Alone中的观点，比如寻求帮助、建立多元化的弱联系、通过控制信息流和资源成为关系网的中心。

　　3. 树立形象。

　　- 第一印象至关重要，因为人都是以貌取人的；当然，另一个启示是，尽量控制自己不要以貌取人，不然你会错过许多向他人学习的机会。

　　- 人们把愤怒、主导、侵略性、打断他人和权力联系起来。

　　- 有权力的人让人害怕，而不是让人喜爱。

　　- 不能情绪化，时刻保持自己的镇定。（脑补纸牌屋里的Frank Underwood）

　　4. 树立声誉。因为预期的自我实现，好的声誉会带来好的绩效。树立声誉主要应该依赖他人，比如媒体。

　　虽然还是更喜欢又穷又快乐的自己，但是多一层观察世界和他人的视角总是有益的。

　　《Power》读后感(三)：兰小欢：为什么有人有权，有人没权

　　斯坦福大学的组织行为学教授Jeffrey Pfeffer在2010年9月出版了一本书，叫《权力：为什么有人有而有人没有》（Power:Why Some People Have It and Others Don’t？）。我扫了一眼前五章之后，在微博上说：“如果我有一个出版社，我一定会尽所有资源去把这本2010年出版的书捧红，市场上流行的成功学著作和这本比起来，都是小巫小巫。”

　　我想，如果一家出版社不能把这本书在中国卖到100万册以上，那这家出版社肯定根本不会做生意。记得，宣传上这么写：“人类数千年权术斗争经验与现代行为科学相结合，手把手教你如何达到权力颠峰。”这条文案算我免费送的，不用谢。

　　写完这条微博的第二天，有朋友在MSN上和我说：“正在看你推荐的那本《权力》，太好了，真可怜国内的读者，这么好的书看不到。”又过两天，安替在推特上说：“今天在看 @wglxh 推荐的《权力：为什么有人有，有人没有？》的确很强，也很赤裸裸，其他励志书在这本面前是不算什么。”

　　这么看来，这本书确实能唬人，不止能唬我。

　　我不是说这本书多了不起，有多好，我其实并不很喜欢这本书，但我觉得在中国的市场上，这本书一定能大卖特卖。

　　这本书和其他中国市场上流行的成功学和权术学有什么区别呢？第一是它很系统，绝不仅仅是个人经验和故事的堆积。第二是它很学术，背后有大量科学研究的支持。

　　其实这本书也没啥了不起的道理，但是就算是你已经听说过无数遍的道理，一旦用一种科学的口吻说出来，也立即会给你造成新的刺激，加深你的印象，让你觉得大开眼界。

　　我来举个例子。

　　“千穿万穿，马屁不穿”这是所有中国人都听说了无数遍的道理，早就麻木到看到这条道理也没有任何反应提炼不出任何新信息了，所以虽然这是一条非常非常有用的道理，但大家都忽视了。

　　虽然本书的作者不是中国人，大概没听说过“千穿万穿，马屁不穿”这道理，可他是怎么说的呢？我在微博上转引他的意思：“加州伯克利大学的研究人员试图证明拍马屁的效果是“倒U形的”，一开始上升，但拍过一定点之后，这效果就会减弱。研究结果是：数据里至今还没找到那个转折点，拍马屁效果一直良好。”

　　这么一看，是不是你的感受又不同了？

　　如果全书都是这样的道理呢？如果他的章节安排又都是一步一步循序渐进教你呢？进一家公司或机构，该选择哪个部门？如何在一个陌生的环境中建立社交网络……

　　你说，这样的书能不吸引眼球么？能不畅销么？在中国？

　　在KINDLE上看书的一个好处是，某一段落如果有很多读者都标识出来，那即使你拿的是本新书，这一段也会被标记出来。我在翻这本书的时候，其中一句话有将近200人标注：“只要你能让老板开心，你工作干好干坏都没关系；但你要惹怒了老板，你干的再好也没用。”

　　转载来源：牛博国际

　　《Power》读后感(四)：Power play

　　HBR上有两篇相关文章。

　　Three big barriers stand in your way to power:

　　1. The Belief That the World Is a Just Place

　　elieving in a just world makes people less powerful in two important ways.

　　First, it limits their willingness to learn from all situations and all people, even those they don’t like or respect.

　　econd, it anesthetizes them to the need to proactively build a power base.

　　2. The Leadership Literature

　　The teaching on leadership is filled with preｓｃｒｉｐｔions that reflect how people wish those in positions of power behaved.

　　ut wishing that’s how people behaved won’t make it so.

　　3. Your Delicate Self-Esteem

　　eople like to maintain a positive self-image, want to feel good about themselves and their abilities.

　　Any experience of failure puts their self-esteem at risk.

　　ome people will choose not to study the relevant material or to practice,

　　thereby decreasing their performance but at the same time providing an excuse that doesn’t implicate their natural ability.

　　imilarly, if people don’t actively seek power, the fact that they don’t obtain it doesn’t have to be seen as a personal failure.

　　《Power》读后感(五)：《Power》书摘

　　我个人的书摘，仅供参考。

　　书后面半部分比较浅显易懂，于是摘的少一点。

　　Chapter 1 It takes more than performance

　　As long as you keep your boss or bosses happy, performance really does not matter that much and, by contrast, if you upset them, performance won't save you.

　　You should not assume that your boss knows or notices what you are accomplishing and has perfect information about your activities. Therefore, your first responsibility is to ensure that those at higher levels in your company know what you are accomplishing. And the best way to ensure they know what you are achieving is to tell them.

　　quot;the mere exposure effect": repeated exposure increases positive affect and reduces negative feelings, that people prefer the familiar because this preference reduces uncertainty. The simple fact is that people like what they remember. In order for your great performance to be appreciated, it needs to be visible. But beyond visibility, the mere exposure research teaches us that familiarity produces preference.

　　o one is going to perform equally well on all the dimensions of their work. What you can do is consistently emphasize those aspects on which you do well.

　　There are limits to what you can do to affect the criteria used to judge your work. But you can highlight those dimensions of job performance that favor you -- and work against your competition.

　　Many people believe that they know what their bosses care about. But unless they are mind readers, that's probably a risky assumption. It is much more effective for you to ask those in power, on a regular basis, what aspects of the job they think are the most crucial and how they see what you ought to be doing. Asking for help and advice also creates a relationship with those in power that can be quite useful, and asking for assistance, in a way that still conveys your competence and command of the situation, is an effective way of flattering those with power over you. Having asked what matters to those with power over you, act on what they tell you.

　　Worry about the relationship you have with your boss at least as much as you worry about your job performance.

　　One of the best ways to make those in power feel better about themselves is to flatter them. Flattery works because we naturally come to like people who flatter us and make us feel good about ourselves and our accomplishments, and being likable helps build influence. Flattery is effective because it is consistent with the self-enhancement motive that exists in most people.

　　Your driving ambition and even your great performance are not going to be sufficient to assure success in a typical hierarchical organization. The people responsible for your success are those above you, with the power to either promote you or to block your rise up the organization chart. And there are always people above you, regardless of your position. Therefore, your job is to ensure that those influential others have a strong desire to make you successful.

　　Chapter 2 The personal qualities that bring influence

　　The two fundamental dimensions that distinguish people who rise to great heights and accomplish amazing things are will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment.

　　The three personal qualities embodied in will are ambition, energy, and focus.

　　The four skills useful in acquiring power are self-knowledge and a reflective mindset, confidence and the ability to project self-assurance, the ability to read others and empathize with their point of view, and capacity to tolerate conflict.

　　There is a quality often associated with power but beyond some level, highly overrated -- intelligence.

　　You are more likely to have energy if you are committed to what you are doing, so in that sense, energy goes along with ambition.

　　Chapter 3 Choosing where to start

　　面试提要求：一年和老板吃一次饭。

　　Chapter 4 Getting in: Standing out and breaking some rules

　　Asking often works. Asking is flattering.

　　For someone to hire you or promote you they must notice you. You need to do some things to stand out. And to do that, you need to build your personal brand and promote yourself, and not be too shy in the process.

　　Many people believe that they can stand out and be bold once they become successful and earn the right to do things differently. But once you are successful and powerful, you don't need to stand out or worry about the competition. It's early in your career when you are seeking initial positions that differentiating yourself from the competition is most important.

　　egative reviewers were perceived as more intelligent, competent, and expert than positive reviewers.

　　ice people are perceived as warm, but niceness frequently comes across as weakness or even a lack of intelligence.

　　eople's support for you will depend as much on whether or not you seem to be "winning" as on your charm or ability.

　　Research shows that attitudes follow behavior -- that if we act in a certain way, over time our attitude follow.

　　tanding out helps you get the jobs and power you may seek. Asking for what you need and being less concerned about what others are thinking about you can help in launching your path to power.

　　Chapter 5 Making something out of nothing: Creating resources

　　Having resources is an important source of power only if you use those resources strategically to help others whose support you need, in the process gaining their favor.

　　There are two simple but important implications of resources as a source of power.

　　The first is that in choosing among jobs, choose positions that have greater direct resource control of more budget or staff.

　　The second straightforward implication is that your power comes in large measure from the position you hold and the resources and other things you control as a consequence of holding that position.

　　The powerful, almost universal behavioral principle that favors must be repaid.

　　eing nice to people is effective because people find it difficult to fight with those who are being polite and courteous.

　　Most people like to talk about themselves -- give them the opportunity to do so. Being a good listener and asking questions about other is a simple but effective way to use a resource everyone has -- time and attention -- to build power.

　　If you don't have much power, you probably have time. Use that time to befriend others and go to events that are important to them.

　　Taking on small tasks can provide you with power because people are often lazy or uninterested in seemingly small, unimportant activities. Meanwhile, these apparently minor tasks can become important sources of power.

　　ringing people together entails your taking on a brokerage role and becoming central in social networks. Networking skills are important and the networks you create are an important resource for creating influence.

　　Chapter 6 Building efficient and effective social networks

　　The subject of a Harvard Business School case study, Heidi Roizen is often used as an example of someone who succeeded on the basis of her networking abilities.

　　ome jobs are mostly about networking and everyone can benefit from developing more efficient and effective social networks and honing networking skills.

　　Effective networking creates a virtuous cycle.Networking makes you more visible; this visibility increases your power and status; and your heightened power ans status then make building and maintaining social contacts easier.

　　You ought to be strategic about your networking activities.

　　Go out of your way to meet new people.

　　Weak ties are frequently more useful than stronger ones is that the people you are closest to.

　　An optimal networking strategy is to know a lot of different people from different circles, have multiple organizational affiliations in a variety of different industries and sectors that are geographically dispersed, but not necessarily to know the people well or to develop close ties with them.

　　This advice is not inconsistent with the advice in chapter 2 to focus your efforts. You are focusing your efforts on building social ties that can be helpful -- it's just that such ties should be as many as diverse as possible and useful for your obtaining power.

　　A larger network of weak ties is good for innovation and locating information, while a small network of strong ties is better suited to exploiting existing knowledge and transferring tacit skills.

　　Chapter 7 Acting and speaking with power

　　If acting is important as a leadership skill and for acquiring power, it is important to know how to perform. One principle is to act confident.

　　Emotions are contagious.

　　Emotions and behaviors become self-reinforcing.

　　Chapter 8 Building a reputation: perception is reality

　　You get only one chance to make a first impression.

　　ot only are reputations and first impressions formed quickly, but they are durable.

　　Carefully consider and construct your image.

　　Remember: Image creates reality.

　　Chapter 9 Overcoming opposition and setbacks

　　coping with setbacks:

　　* Don't give up

　　* Continue to do what made you successful

　　* Act as if -- projecting power and success

　　Chapter 10 The price of power

　　When you are in power, you should probably trust no single person in your organization too much, unless you are certain of their loyalty and that they are not after your job.

　　Chapter 11 How - and why - people lose power

　　It's easier to lose your patience when you are in power -- power leads to disinhibition, to not watching what you say and do, to being more concerned about yourself than about the feeling of others. But losing patience causes people to lose control and offend others, and that can cost them their jobs.

　　The combination of diminished vigilance and changed circumstantces often leads to the loss of power.

　　Leave gracefully.

　　Chapter 12 Power dynamics: good for organizations, good for you？

　　Chapter 13 It's easier than you think

　　Take care of yourself -- don't expect justice.

　　ay attention to the small tasks