Rob Galbraith

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It liked the idea of the public suggesting something, as long as the something was suitably august. It didn’t have any kind of trusted community it could count on to participate earnestly. Nor did it have a long-term (or even a short-term) plan to meaningfully engage the crowd it attracted. And as soon as the naming project started going in a direction the executives didn’t like, they defaulted to old power and imposed the
New Power: How Power Works in Our Hyperconnected World—and How to Make It Work for You
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