To secure power in a crisis, leaders must sell deep change as a means to future good. But how could we know the future? The author draws on stories across a range of cultures and contexts, ancient and modern, to show how leaders use constructions of time to frame events. These frames carry an implicit promise to secure or subvert an expected future, shaping belief in what is possible - and what is inevitable.
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To secure power in a crisis, leaders must sell deep change as a means to future good. But how could we know the future? The author draws on stories across a range of cultures and contexts, ancient and modern, to show how leaders use constructions of time to frame events. These frames carry an implicit promise to secure or subvert an expected future, shaping belief in what is possible - and what is inevitable.
Read Less
