MALICIA AS A GAME OF POWER (12/03/25)

Welcome to MALICIA AS A GAME OF POWER, a blog series that explores human interactions through communication, conflict resolution, and negotiation. It provides strategies for leadership, personal branding, and reputation management while emphasizing social influence and emotional intelligence. Readers will discover techniques for navigating social dynamics, resolving conflicts, and building a strong personal brand. The blog offers insights and advice to help individuals effectively harness communication for success in life.

In this installment, we will explore the 45th law of power in the book, the 48 laws of power by Robert Greene. You can buy a copy by clicking HERE.

LAW 45 PREACH THE NEED FOR CHANGE BUT NEVER REFORM TOO MUCH AT ONCE

The delicate art of governance and leadership often hinges on successfully navigating the turbulent waters of change. While stagnation is a sure path to decline, a sudden, radical upheaval can be equally fatal. This law dictates a strategy of measured transformation: Preach the necessity of change, but execute the reforms gradually.

The initial step is to cultivate the desire for change. You must clearly articulate the current system’s failings and demonstrate how the proposed adjustments will alleviate suffering, increase prosperity, or restore order. This involves a sustained campaign of rhetorical persuasion, highlighting the gap between the present reality and a glorious future. The people must be made to feel that your vision is their salvation, that the old ways are no longer sustainable, and that a new direction is inevitable and desirable. This preaching of the need for change is essential for creating a supportive climate and neutralizing early opposition.

However, once the groundwork is laid, the execution of the reform must be tempered by caution. Human beings are creatures of habit; deep-seated customs, traditions, and ways of operating provide comfort and stability. To strip these away all at once is to provoke fear, resentment, and a powerful counter-reaction. A sweeping, revolutionary restructuring generates confusion and often paralyzes the very system it intends to improve. It gives your enemies a unified target and turns moderate supporters into apprehensive opponents.

Therefore, the wise leader implements change incrementally. Introduce reforms one by one, allowing people time to adapt to each new reality before presenting the next. The appearance of continuity must be maintained, even as the substance is quietly altered. Present the changes not as a radical departure, but as a “return” to original, purer principles, or as a natural “evolution” of the existing structure. In this way, you achieve your ultimate objective—a thorough transformation—without triggering the destructive backlash that massive, immediate reform inevitably invites. The slow, steady drip of change is often more corrosive and effective than a sudden flood. You retain the psychological advantage by being the acknowledged champion of a necessary movement, while simultaneously avoiding the practical pitfalls of reckless, overwhelming upheaval.

How to Use the 45th Law of Power Ethically

The 45th Law of Power, often interpreted as “Preach the need for change, but never reform too much at once,” comes from Robert Greene’s The 48 Laws of Power. In its original context, the law advises those in positions of authority to speak constantly of the need for reform and improvement—to signal dynamism and foresight—while simultaneously ensuring that actual change is slow, measured, and non-threatening to the established order or to the ruler’s own power base. The cynical application is to create the illusion of progress without undertaking the difficult or risky work of genuine transformation, thereby maintaining stability and control.

To use this law ethically requires a fundamental shift in motivation from self-preservation of power to genuine, constructive progress for the greater good. The focus is no longer on deception, but on strategic, humane, and sustainable implementation of necessary change.Ethical Principles for Applying the 45th Law

1. Genuine Intent vs. Illusory Reform:

• Ethical Use: The “preaching” of change must stem from a sincere commitment to solving real problems, improving systems, and creating positive impact for stakeholders (employees, customers, citizens, etc.). The goal is to move toward a specific, beneficial vision, not merely to placate critics or distract from failure.
• Unethical Contrast: Using the rhetoric of change solely to appear progressive, quell unrest, or buy time while secretly intending to maintain the status quo or consolidate personal power.

2. Phased, Sustainable Implementation (The “Never Reform Too Much At Once” Component):

• Ethical Use: This part of the law becomes a crucial tool for responsible leadership. Ethical change is introduced in manageable, digestible phases to minimize disruption, reduce fear, and ensure long-term adoption. This strategic pacing:
  • Respects Stakeholders: It allows people time to understand, adapt, and acquire new skills, preventing burnout and resistance.
  • Ensures Stability: It avoids the chaos and organizational collapse that often result from radical, abrupt overhauls. Change is stabilized before the next phase is introduced.
  • Promotes Buy-In: Small, visible wins build momentum and credibility, encouraging greater support for subsequent, larger reforms.

3. Clear and Transparent Communication:

• Ethical Use: Leaders must clearly articulate why the change is necessary, what the end goal is, and how the phased approach will work.
  • Honesty about Pace: Be transparent that the full reform will take time, explaining that the slow pace is a deliberate strategy for stability and thoroughness, rather than a lack of commitment.
  • Acknowledge Difficulty: Do not pretend the transition will be easy. Address the pain points and sacrifices involved in the initial small changes.

4. Focus on Systemic Improvement over Personal Gain:

• Ethical Use: Every phase of reform must be clearly tied to a measurable, external benefit—whether it’s increased efficiency, better service, enhanced well-being, or improved organizational culture. The changes should not primarily benefit the leader’s standing, wealth, or influence.
• Accountability: Establish metrics to evaluate the success of each small reform step. If a phase fails to deliver the promised benefit, the ethical leader must adjust the strategy, admitting the error rather than doubling down on a flawed path.

Practical Ethical Applications

Context	Ethical Application of Law 45
Corporate Leadership	Announce a long-term vision for a complete digital transformation (preach change), but roll out the new software or processes department by department, allowing for training and feedback loops (never reform too much at once).
Government/Public Policy	Champion a major shift toward sustainable infrastructure (preach change), but fund the projects incrementally, starting with pilot programs in a few key sectors to test the model and secure public trust before a national rollout (never reform too much at once).
Organizational Culture	Proclaim the need for a more inclusive and psychologically safe workplace (preach change), but begin with a mandatory, focused training session on active listening, followed months later by a new anonymous reporting system, and then later by revised promotion criteria (never reform too much at once).

By adopting this ethical framework, the 45th Law transforms from a manipulative tactic into a strategy for wise, compassionate, and effective transformational leadership. It ensures that the desire for progress is balanced by the need for human and organizational stability.

Through the eyes of an Angoleiro

The world is a constantly shifting roda (circle) of forces, and a master strategist, much like a seasoned Angoleiro (practitioner of Capoeira Angola), understands the delicate balance between momentum and stability. This law is not a call for stagnation, but a warning against the hubris of radical, immediate transformation. The goal is to survive the fight, not to burn out in a single, spectacular, yet ultimately destabilizing move.The Rationale: The Illusion of Immediate Utopia

The desire for change is a powerful lever. People—whether citizens, subordinates, or followers—will naturally gravitate toward a leader who clearly articulates the current system’s failings and paints a compelling picture of a better future. This is the “preach the need for change” component. It’s the initial ginga—the continuous, swaying base movement of Capoeira—that establishes rhythm and intention. It builds the psychological foundation for the shifts to come.

However, the human psyche is deeply resistant to too much sudden disruption. Radical, top-to-bottom reform, executed too quickly, breeds panic, resentment, and a desire to retreat to the familiar past, no matter how flawed that past was. It dismantles the existing framework of power, routine, and comfort before a new one can solidify. It’s the equivalent of replacing every fundamental move in Capoeira with something entirely new overnight; the student loses their grounding, their confidence, and ultimately, their fight.

The Angoleiro’s Lesson: The Slow and Low Game

In Capoeira Angola, the game is played “slow and low” (devagar e baixinho). The movements are deceptive, powerful, and executed with an economy of motion that makes them appear effortless. This is the precise mindset for Law 45:

1. Preach the Need (The Ladainha): Before a roda begins, the mestre (master) or lead singer often sings a ladainha (a historical narrative or lament). This song sets the tone, recounts the oppression or struggle, and subtly prepares the players for the serious nature of the game. Similarly, the leader must constantly sing the ladainha of the necessary change. This establishes the why and makes the inevitable shifts feel like a response to a crisis, not an arbitrary imposition.
2. The Step-by-Step Reform (The Ginga): The ginga is the key to Angola—it’s continuous motion that disguises attacks and defenses. An Angoleiro doesn’t stand still. They are always moving, but never with a sudden, full-force leap. Reforms must be introduced like this: small, strategic, and seemingly incremental movements. Each reform should address a specific, visible problem and, once implemented and accepted, serve as the new platform for the next small reform. This allows the system to absorb the shock.
3. The Danger of the Sweeping Kick (The Rabo de Arraia): A powerful, sweeping kick like the rabo de arraia can end a match, but if timed poorly, it leaves the attacker completely exposed. Radical reforms are the political equivalent of this high-risk move. They look impressive on paper, but they often leave the reformer vulnerable to coordinated counter-attacks from vested interests who have been given no time to adapt or compromise.

Implementation and Application

A leader who masters this law becomes a revolutionary in slow motion. They harvest the energy of popular discontent (the need for change) without activating the deeper, reactionary forces of chaos (too much reform at once).

• Focus on Symbolism First: Change the names, the symbols, the rhetoric, and the personnel that represent the old order before you change the underlying economic or social structures. This gives people the feeling of a new era while the foundation remains solid.
• Isolate the Target: Never attempt to reform all areas simultaneously. Pick one system—the least popular one—and dismantle it completely, using its collapse as proof of concept. Everyone else is too busy watching that small war to notice the preparation for the next.
• The Appearance of Continuity: Always frame a reform as a necessary “correction” or “return to true principles,” not a complete break. By cloaking revolutionary change in the language of tradition, you soothe the fears of conservatives who might otherwise resist.

The Ultimate Goal: The Angoleiro seeks to control the rhythm and pace of the roda. A reformist must control the rhythm and pace of change. By preaching the need for fundamental transformation while only executing small, digestible steps, the leader ensures their power base remains intact, the opposition is constantly off-balance, and the long-term objective is secured without ever risking a self-destructive cataclysm. The revolution is completed not in a single, fiery stroke, but over a slow, deliberate campaign of strategic adjustments.