
Power, for All

The evidence supported their hypothesis that transportation—characterized by emotional reactions, mental imagery, connection with the characters, and focus on the narrative—has a persuasive effect.
Tiziana Casciaro • Power, for All
all innovators trying to solve a social problem must do: She worked hard to gain an in-depth understanding of the problem she was hoping to help solve.
Tiziana Casciaro • Power, for All
“public narrative,” a leadership practice that motivates others to join a movement and act.13 Public narrative combines a story of self (where my values come from), a story of us (how these values tie our community together), and a story of now (why action now is urgent).
Tiziana Casciaro • Power, for All
people are twenty-two times more likely to remember what you said if you weave in a personal story. So we trained our activists in how to tell their personal story to the media.”
Tiziana Casciaro • Power, for All
“Who do people listen to around here?” “Who has been successful? Who has struggled? Why?” “How has this place changed since you’ve joined?” And then ask them: “Who else is a good person to learn from?”
Tiziana Casciaro • Power, for All
How do you know if you’re prominent in the network? In our research, we found that you can answer this question with surprising accuracy by asking yourself another question: Do people come to me for advice? If they do, you are likely in a position to both influence them and learn from them. If it’s not you, then who is influential? Whom do people g
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Another key question to answer through these observations is: What does the organization reward? Know what gets someone a raise, a promotion, or a plum assignment, and you’ll know what the organization values (whether they admit it or not).
Tiziana Casciaro • Power, for All
The best power mappers we know are master observers of their social environment. Instead of mentally checking out during the long meetings we all must sometimes endure, they gain invaluable insights by carefully noting other attendees’ behavior, verbal and nonverbal, and analyzing their interactions: who defers to whom; what alliances seem to emerg
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Driving change requires identifying and enlisting those who are well connected in the network of the organization.