This essay examines the influence of power dynamics and national cultures, particularly in Singapore and Australia, on organizational change. It discusses different types of power, including legitimate, coercive, expert, informational, reward, and referent power, and their positive and negative aspects in change programs. The essay also applies Hofstede's cultural dimensions—Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), Uncertainty Avoidance Index (UAI), Long-Term Orientation (LTO), and Indulgence vs. Restraint (IND)—to analyze how national culture affects the acceptance and implementation of power during organizational change. The analysis compares Australia and Singapore based on these dimensions, highlighting how cultural differences impact change management strategies. The essay concludes that understanding both power dynamics and cultural contexts is crucial for successful organizational development and change initiatives.