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This module looks at how our thinking about power and privilege is shifting in our more connected and interdependent world. Watch this 18 minute video
What 2020 & 2021 have shown us...
Reflect on the issues below and think about what they might mean for you in terms of:
your leadership
how the global impact might be influencing you regionally
the impact on your service and teams, as well as the people who are accessing your services
aspects of inclusion you might need to consider as a leader.
Covid-19
Covid-19 has highlighted both inequalities within society and the health outcomes of our population - globally.
People from marginalised groups have had very different experiences of both the health impacts and the social issues which resulted from the pandemic. Significant research has shown that health outcomes have been hugely affected by a person's
race and/or socio-economic status.
#BlackLivesMatter
Murder of George Floyd triggered a global movement in support of #BlackLivesMatter
The BLM movement further highlighted:
higher levels of brutality against black people
the abuse of power, racism and racial hierarchy within society
the fact that the BAME community is not a homogenous group
the realisation that the term 'BAME' is in itself now outdated.
Global economy
Global economy hit by the pandemic, leading to more people being financially disadvantaged.
This leads to more poverty and even more inequalities.
Understanding privilege and power
Understanding privilege
Privilege is societal advantage afforded to people from certain groups.
These people benefit from how society is structured and behaves, while other people lose out or have to work harder to access similar opportunities.
Privilege is often invisible and those who have it may not realise they are at an advantage in comparison to others.
Understanding power
When looking at structural inequalities - Power comes from privilege and having an advantage over others.
Those with power have control, and define what is ‘normal’ or ‘acceptable’ in society.
Power is not a bad thing. It can be used for good if we recognise and own the power we hold, and if we use it with care and responsibility.
The illustration below demonstrates how greater privilege affords you access to greater opportunity which means you hold more power within society and groups (so you control the norms) and with power comes responsibility.
Loden & Rosener’s Diversity Wheel (1991)
Another way to look at dimensions of diversity is through the lens of the Diversity Wheel.
The inner wheel illustrates the primary privileges that we might hold and the outer wheel shows our secondary diversity.
Pause for reflection
Consider your own team or wider department using the diversity wheel.
Using the six categories identified, how diverse is this group?
Which characteristics are not well represented within the group?
To what extent do people who are not in the 'majority' group feel able to express themselves in that group?
Organisational power bases
We can explore power within our organisations through the lens of French & Raven’s model developed in 1959 and 1968.
Six years later, Raven added this extra power base. A person's ability to control the information that others need to accomplish something.
Pause for reflection
Consider the power bases which are prioritised in your own organisation using the forms of power model.
Which power bases are most important in creating an environment which supports inclusion?
Which power bases are not being used effectively?
How could you use your own leadership role to affect the use of power for inclusion in your own setting?
Four expressions of power
Source: VeneKlasen, L. & Miller, V (2002) A new Weave of Power, People and Politics : Practical Action
When we explore structural inequalities, it is really important to recognise that, although we use the language of power and privilege based on which groups we are part of or which characteristics we hold, we still have our personal power.
This personal power might be impacted if we come from a marginalised group or if we are excluded or underrepresented in society and the workplace, however acknowledging our personal power can positively affect how we show up and the difference we
can make.
You will learn more about the four expressions of power later in this module but for now let's just consider your own Power within.
Power within
This power refers to self confidence, self awareness and assertiveness. It relates to how individuals can recognise through analysing their experience the way power operates in their lives, therefore recognising differences while respecting others.
Often referred to as ‘agency’.
How are you accessing your power within?
The rest of this module will take you through each of these ideas in more depth beginning with an understanding of privilege and how it affects all of our lives. You will then move on to a consideration of your own power - in your role and as a person
- so that you can think about how you might use that power more positively to support marginalised groups and individuals.
Introducing the Leading Libraries series. It covers the findings from the C21st Public Servant research, the origins of the four 'Leading for' capabilities and explains how to use the materials.
This set introduces you to resilience and why it is important for leaders. It covers emotional resilience; mental resilience; relationship resilience and social resilience.
It covers the key concepts of dialogue and why it is important for leaders, listening and inquiry skills, an introduction to 'conversational moves' and how to create a space for dialogue.
Emphasising the need for inclusive practice in our services and communities. It covers the foundations of inclusion, barriers to inclusion, power and privilege and allyship skills.
Building creativity and design skills for leaders. It covers the innovation cycle, diagnosis and perspective shifting skills, creative idea generation and safe-to-fail experimentation.
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