Page 36 - Here and Now – Apr 2024

acceptance versus denial, inclusion versus exclusion, and feeling powerful versus feeling
powerless..

Task-Centric Power

Task orientation is of critical significance for role holders or facilitators who handle group work.

They need to understand why and how a task needs to be performed, design interventions,

know how their interventions may impact the group and outcomes, and ensure task
completion. In times of confrontation, they demarcate their role with the authority embedded.
These aspects unveil unseen power dynamics: was the group-work trainer self-centric and
directive, or were they group-centric with autonomy and participation of members?

Power dynamics also involve the psychology of followership - why some individuals submit to
authority. Understanding these dynamics is crucial in comprehending complexities of power
relationships in group work.

Significance of Co-training and working with Peers

Peers bring shades of power into a professional learning community. This can be seen in any
work group or meeting. The need for control is a part of human nature, and power provides this
control. Task achievement and competitiveness as well as interpersonal needs such as inclusion
and affiliation satisfy invisible power needs.

Power and status go hand in hand. Professional membership in ISABS is also seen as new status
carrying a legitimate power role. Seniors play a crucial role in developing new trainers. Those
in positions of power may tend to expect respect and admiration. The experience of co-training
with other professionals helps the professional growth in dealing with such undercurrents of

power.

Ego centrism and collusion

The pursuit of power is influenced by a need for validation and affirmation i.e., recognition of
one’s abilities and accomplishments. Power can bring visibility and fulfil one’s need for
significance, autonomy, and control over life.

There is also a dark side. It can lead to mutual admiration and collusion among individuals
wanting to protect themselves from external threat to their power. Also prevalent are misuse
and abuse of power, corruption, manipulation, unethical behaviour and distancing oneself from

consequences of one’s actions. This is why organizations such as ISABS have well-articulated
professional ethics and value statements, refined from experience over the years. Research
would show which of these statements have stood the test of time.

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