Power dynamics are present in every organization or a team, and they define the culture, how people communicate and relate to each other. Formal power comes from a designated title, expertise, position, or rank of a person in a company or a team ( Li, Matouschek, & Powell, 2017). Informal power is gained from the respect or influence team members or employees have on a person. Power dynamics at the organization's top-level set the organization’s tone and influence the decision-making process. Misuse of power dynamics could bring psychological damages and insecurity among the employees. Those who exercise unhealthy power dynamics exercise power over others and are focused on instilling fear and having few people in power. Individuals who exercise healthy power dynamics focus on sharing power, inspiring, listening to others, and achieving positivity. Understanding power dynamics is critical as it saves energy, and helps one to get down to work by setting the dynamics aside ( Li, Matouschek, & Powell, 2017) . If one does not comprehend the power dynamics, then it becomes different to work effectively and to achieve the set goals.
I remember at one time in my workplace; I was assigned two difficult roles that I had to accomplish in a very tight deadline. I gave all my best, but the supervisor did not recognize my effort. He was receiving pressure from the manager and channeled the stress to me. I felt swamped, and I had too much on my plate. I could not defend myself from the supervisor’s anger, and I felt helpless. Later, I talked to my colleague, who understood and tried to give comforting words. If the supervisor were a little friendly, I would have voiced my issue, and a solution would have been found, but this was not the case. I feel If I would have written him an email airing my challenges about the task, maybe the outcome would have been different.
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The internal power dynamics in the organization affect the low-rank employees, their voices are not heard, and the teamwork and collaboration in the workplace are not effective. The supervisors are under constant pressure from the management, which increases tension and stress levels in the workplace. The company culture does not allow employees to interact freely. Retired employees, prominent sponsors of the company, and the company pioneers are involved in every decision-making process of the company. Lack of staff involvement in the decision-making process affects their productivity, and their grievances are not well addressed. Both internal and external power dynamics have adverse effects on the employees in the organization.
References
Li, J., Matouschek, N., & Powell, M. (2017). Power dynamics in organizations. American Economic Journal: Microeconomics , 9 (1), 217-41.
