Donna Dubinsky worked at Apple, Inc., as Director of Distribution and Sales Administration throughout the mid-1980s. He had been very successful during his first two years at the company and was responsible for six warehouses, inventory, distribution and customer relations. However, problems began to arise when the president of the company and general director of the Macintosh division, Steve Jobs, proposed changing the distribution system to replace it with the "just in time" method. This change put Ms. Dubinsky's job at risk, especially since it proposed eliminating the six distribution centers that were under her control. This is where the problems started. Dubinsky attempted to cite his experience with distribution centers; However, Mr. Jobs' proposal continues to gain traction throughout the company. While this was happening, Mrs. Dubinsky attempted to demonstrate that she had power through society. One source of power he thought he had was the power of experts. He thought he possessed expert power, which is described as an individual's ability to influence others by possessing knowledge or skills valued by others. This form of power suits Mrs. Dubinsky well; mainly because he considered distribution to be his area of ​​specialization. Furthermore, he thought his history with the company would carry all the weight needed when his judgment was put to the test. To her surprise, that didn't hold up when she and Debi Coleman, director of manufacturing, fell out over the company's distribution. Ms. Dubinsky failed to get her message across the company and thought her clout and experience would be enough for people to trust her. This turned out not to work when he had a conversation... middle of paper... he might have been able to defend the distribution system. If Ms. Dubinsky had had a network of friends and colleagues made up of diverse groups of people and connected to each other by her, perhaps she would have been able to defend the system better. According to the article, these connections can stimulate creative problem solving, which would be helpful during any stalemate meetings. Dubinsky should have used power to make himself visible and heard, which would have helped prevent the ultimatum. He assumed he had more power and influence than he actually did, which proved to be a problem when upper management started wanting a reason why his method was better than the just-in-time method. Furthermore, he had numerous sources of power at his disposal, but refused to adequately utilize any of them, thus diminishing the power he actually had..