The concept of power in the analysis of organisations with social and political goals

Abstract

I propose a theoretical framework for examining the extent to which organisations with social and political goals empower (or disempower) participants as effective political citizens. Theories of power – including behaviouralism, structuration and Foucauldian notions – are drawn on to illuminate relevant aspects of organisational life. Together they account for the role of individuals, rules and processes, procedure and administration, culture and practice, techniques of organisation and communication. The intention is to shed light on how groups or individuals are empowered or otherwise and provides a basis, where necessary, for challenging existing structures and practices in the name of greater empowerment.

Keywords:

• power
• political organisation
• social movements
• empowerment
• participation

Disclosure statement

No potential conflict of interest was reported by the author.

Notes

1. See, for example, Tim Kastelle ‘Hierarchy Is Overrated’ on the Harvard Business Review Blog Network 20 November 2013 (blogs.hbr.org – accessed 29 September 2014).

2. In his 2005 revision, this becomes limited to ‘the power to mislead’ which includes censorship, disinformation or ‘the various … ways there are of infantilising judgement’ or promoting ‘failures of rationality and illusory thinking’ (Lukes 2005, p. 149), but this is nonetheless still based on a negative account of power as a repressive, restraining force.