You're facing power dynamics within a large group. How can you assertively manage them with confidence?

To facilitate effectively in groups with power dynamics, I would begin by levelling the power frame through ground rules that promote respectful communication and equal participation. Next, I’d encourage quieter members to share using techniques like round-robin discussions. Understanding each participant’s Motivation Value System (MVS) is crucial; I’d tailor my communication to resonate with their motivations, ensuring everyone feels valued and engaged. This approach fosters a collaborative environment where all voices contribute to the group’s success.

Preparing oneself mentally, emotionally and spiritually by grounding oneself. Practicing principles of sociocracy, asking to hear all voices giving everyone a chance to speak one by one, listening to the needs of all individuals and repeating them in the group. Emphasizing the value of the collective intelligence of the group which needs all individual to contribute with their voice. Creating space for reflection of all members before decisions are made.

Im erlebnisp?dagogischen Setting, wo es um gemeinschaftliche L?sung von Problemen geht, lasse ich die Gruppe mit ihrem festgefahrenen Machtgefüge erst einmal laufen. Erst wenn das Problem unl?sbar scheint, werfe ich einen Blick auf die Frage nach Macht und/oder Führung. Das geht schon mit Schulkindern. Mit gezielter Reflexion, wer warum und in welcher Rolle gerade die Probleml?sung verhindert und wer im Gegenzug einen tollen inhaltlichen Beitrag leisten k?nnte, aber gegen die ‘M?chtigen’ der Gruppe gerade nicht ankommt. In der Reflexion mit der Gruppe mache ich Macht sichtbar und hinterfrage gleichzeitig, welche Legitimation die Machtposition in der spezifischen Situation hat.

En estas situaciones, es importante no perder de vista el foco y el Propósito común y pensar en negociar con en convencer, en escuchar los puntos de vista, ponerse en los zapatos del otro y construir con los aportes del grupo

When power struggles arise, or dominant voices take over, leverage silence strategically. Instead of asserting yourself by talking more, pause intentionally. This creates space for others to reflect, recalibrate, and reconsider their positions. Silence can be disarming and shifts the energy in the room. It compels dominant participants to step back, offering quieter members a chance to contribute. This non-confrontational technique diffuses tension while subtly reclaiming control.

In my facilitation sessions, I use a "Drop Your Current Identities" box placed outside the training room, where participants leave their formal roles and titles behind. As they enter the session, they put on a "Human First" tag, emphasising equality and collaboration. This approach encourages participants to connect as individuals, not by their positions, fostering a more open and inclusive environment. However, some participants may still project power over others. In such cases, I use facilitative techniques like flipping roles or The Silent Must Speak method, which creates intentional pauses for quieter voices to step forward.

As a Facilitator it is important to be aware, that every group will have power dynamics. It becomes a matter of concern when power dynamics becomes detrimental in the learning processes of the group.That is the time as a Facilitator you need to know when to intervene and how to intervene. The first place to neutralise Power dynamics is planned seating arrangements . Another space to intervene is to bring in open the implicit power dynamics for the participants and facilitate the conversation between people. Sometimes, it is alright to allow the groups/participants to manage it amongst themselves. Lastly be aware as a Facilitator what is your own relationship with power dynamics, that impacts how you engage with the situation.