Organizational Culture – Power Shifting

There are many aspects of organizational culture, which is often loosely defined as, “How we do things around here.” Parts of organizational culture are easily seen, readily identifiable; but many more parts are less visible. Dr. Edgar Schein of Massachusetts Institute of Technology has compared organizational culture to an iceberg, as explained in this short video by HumberEDU or, using different terminologies, in the graphic below from Excellent Cultures.

Realistically, your organization’s staff size will impact the amount of time it takes to share and shift power; and it’s important to start with:

1. identifying the components of your organization’s culture and who holds the power;

2. identifying the values and behaviors to which your organization aspires; and

3. identifying the “pieces” of your organizational culture that can be changed to share and shift power more equitably throughout the organization. Some of the components of your organizational culture may include, for example:

• Communications

• Funding

• Leadership and governance

• Policies and procedures

• Programs

• Decision-making

Power may manifest in the transparency of processes such as decision-making. Is it clear who is in charge of which decisions? Do all decisions have to be made by the person or people at the top, or is decision-making power distributed throughout the organization? Who decides which land conservation projects your land trust takes on? Who decides which programs or events your organization undertakes?

Explore the reasons why things are done the way they are and ask if there are other ways to do it. Many equity mission-focused nonprofits, for example, are looking to alternative leadership and staffing structures, given the physical, mental and emotional stresses experienced by staff and leaders at all levels in the nonprofit sector. Explore creative or alternative processes such as the Rainer Valley Corps’ Advice Process of decision-making.

Your organization will need to engage in thoughtful consideration of the “pieces” of your organizational culture that can be changed, and what it will take to get there. Recognize that you will likely have some peers and colleagues who are enthusiastic about taking on more responsibility or power, and others who may want no part of it. Pay special attention to the need for intentionality in shifting power, especially for those who have seldom or never had access to power.