“The only person you are destined to become is the person you decide to be.”
-Ralph Waldo Emerson
Emerson’s statement applies to partnerships too – what a partnership decides to be is what it becomes! This simple but hard truth can be applied to many aspects of a partnership, but today I will apply it to power dynamics. Power differences and power abuse can be common, standing in the way of a partnership or even holding it back. But power isn’t inherently negative – it can also be used to bring about positive change. Successful partnering is about how carefully or thoughtlessly power is viewed and used.
Power exists in any partnership – there is the visible power organizations think they have, the invisible power they deny they have, and the hidden power they are oblivious to. In A New Weave of Power, People & Politics¹ , four forms of power are identified:
“Power over” is the most commonly understood concept and works largely through domination or control, usually driven by fear. This power form believes it is a finite resource and that some have power, and others do not.
“Power to” is rooted in the believe that every individual has the “power to” make a difference. This mindset shift can positively drive behavior.
“Power with” is shared power that grows out of collective action. Bridges are built across different interests and bring together resources and strategies so partners can act together.
“Power within” allows people to recognise their “power to” and “power with” and how they can use this to make a difference.
Determine Your Partnership’s Power Identify
Traditional Approach: Feelings → Behavior → Identity.
When partners face power dynamics, most base their judgements on how they feel. This drives a reaction and eventually determines the partnership’s identity. For example: “Our funders want to control what we do”; or “That big organization has more power, so we have to follow what they need.” Power over can quickly become what is expected in the partnership.
What if – rather than allowing feelings to drive actions – the partners oriented to a model where a strong sense of identify drives the whole? They could then move from being reactive to proactive.
Breakthrough Approach: Identity → Behavior → Feelings.
Breaking through power dynamics requires intentionality and starts by thinking who the partnership is committed to becoming. An honest, open dialogue puts power dynamics on the table and allows the partnership to have this important discussion, which can take place at the start or any time during the partnership. Having a conversation about power dynamics enables a partnership to orient who they want to become, determines the virtues that will support this identity, and establishes the behaviors and actions that ensure the partners have the power dynamic they want. This is a three-step process:
1. Start with the end in mind – who:
Determine and communicate the “Power Identity” you want. Who will your partnership be? Will it be one that has power with, or a variation of the listed above? Agreeing on who the partners want to be converts power discussions to a proactive approach, rather than a reactive one.
2. Define each partner’s qualities around power identity:
Defining an identity and then bringing it to life requires clarity around the virtues and principles that the partners need to make this identity genuine. This could include accountability, attentiveness, courage, focus, open-mindedness, or purpose, among others. Co-creating and then writing down the agreed-upon qualities gives the partners a touchstone for what will drive them.
3. Be intentional with behaviors:
Finally, good intentions are not enough. Specific behaviors must be recognized and implemented to ensure each partner’s power identity is lived. Here are a few strategies:
Emphasize shared goals. Sometimes the struggle for power can be so great that partners can lose sight of the end objective. Stay focused on the overall goal shared by everybody involved to unite people and partner organization’s around achieving that common objective.
Find alternative ways to share ideas. If you’re the leader of the partnership, recognize your own responsibility in managing power dynamics. That might mean that you need to actively encourage other people – particularly the more reserved – to speak up giving airtime to everyone on the partnership team. Unhealthy power dynamics will shut down voices.
Share decision making responsibilities: Give partners a voice at the decision-making table to ensure their needs are meet along with that of the shared goal.
Set clear roles and responsibilities. Define clear roles right from the outset. “Power over” can become a default when roles aren’t clear.
While some partners may have more influence, capacity, resources, and/or commitment than others, power dynamics still can be managed effectively. To develop the power dynamics the partners want, effective partnerships create a To Be List of ideals and make a To Do List of concrete actions. This builds equity, trust, and inclusiveness, helping all partners feel safe and free to express themselves, which is essential to successful partnerships.
¹ VeneKlasen, L., & Miller, V. (2007). A New Weave of Power, People & Politics: The Action Guide for Advocacy and Citizen Participation. Warwickshire: Practical Action Publishing