The article discusses the pervasive nature of power within organizational settings, highlighting that it often exists unseen and unacknowledged among team members. Founders mistakenly perceive issues as mere communication or strategic disagreements, while the underlying cause is often a hidden power imbalance. Different types of powerâpositional, emotional, relational, and culturalâaffect how decisions are made and trust is established. By unwillingly naming power struggles, organizations risk damaging their dynamics and potential for success. Ultimately, recognition and management of these power dynamics are essential to avoid detrimental impacts on a company's growth and cohesion.
We're equals,' one founder told me. 'We split everything 50/50. Power isn't an issue.' But within two sessions, it was clear-power was the issue. It just hadn't been named.
Founders come in thinking they have a communication problem, a performance issue, or a strategic disagreement. What they actually have is a hidden power imbalance that's quietly shaping how decisions get made.
Real-world power is messier and more layered than that. It shows up emotionally, psychologically, and relationally. When power goes unnamed, it doesn't go away.
Some sociologists talk about positional power-authority that comes from title, equity, or access. Psychologists speak of emotional power, which shows up in how we control conversations.
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