What techniques can you use to analyze power dynamics in large groups?

Stakeholder mapping can help identity the strengths but also vulnerabilities of individuals in the group. This can help us improve predictive behaviour and develop negotiating points in the hopes of exploiting their shortcomings. The sum total is only as strong (or weak) as its individual components.

As a facilitator assisting active duty transitioning service members move into the civilian sector, I have the privilege of working with a variety of service members from all branches and all ranks. I’ve found that the more senior members are more confident and ready to share. During group exercises I try to pair up junior service members with those more senior. I bring to light the commonality of all, leaving the military to unknown civilian sector. Seniors are gracious with mentoring. It’s more getting the juniors to not be intimidated. Seniors step up, mentor and encourage…that’s the military for you.

Stakeholder mapping serves as a valuable tool not only for recognizing the strengths but also pinpointing vulnerabilities within a group of individuals. By doing so, we can enhance our ability to predict behavior and strategically formulate negotiating points, aiming to leverage their weaknesses. It underscores the notion that the collective strength (or weakness) of any entity is intricately tied to the strengths and weaknesses of its individual components.

In my experience look at the following: - Charisma of members - Length of participation - Alignment with the groups goals Ideally, just be present and listen more than you talk.

In my experience, stakeholder mapping is a game-changer. It's like having a roadmap that shows who's involved, their interests, and their influence on our projects. I've always found it essential for understanding the complex web of relationships and power dynamics. It's fascinating to see how everyone's motivations and actions intersect. This process helps us communicate better and strategize effectively. It's all about connecting the dots to ensure we're all moving in the same direction, aligned with our common goals. So, for me, stakeholder mapping is a critical step in navigating our projects successfully. It's about getting the full picture and using it to our advantage.

Working with public sector organisations introduces a second layer to this, allowing one to view how the mapped stakeholders are not only empowered but constrained, for example by: Legislation Regulation Policy Public Consultation (or election). This helps you quickly separate your stakeholder groups and their demands further with a sound basis. This allows you assess internal power dynamics of projects and weight them against critical external factors. And that’s how you can channel your efforts more effectively to create better outcomes which are: Legal Ethical Valuable Justifiable It helps establish parameters and boundaries which reduce many of the internal politics issues, by replacing sources of friction with unity of effort.

Well, understanding the power relationship you can see the main person and other people can influence the master person. Some times the best way to connect two dots is not a line.

I guess power questions are helpful; however, you should understand when to use them. At the first meeting, I don't use it because it can appear aggressive. Then, I try to understand the mission, who is involved in the mission, and who will get the star after the mission is complete.

Las preguntas de poder ayudan a incentivar el pensamiento crítico y a la vez, detectar algunas características y rasgos de la personalidad de los miembros del grupo. De todas maneras es sumamente importante tener una sensibilidad adecuada en el uso de este tipo de preguntas, ya que cada ser humano puede reaccionar de manera distinta e incierta, donde algunos casos podría detonar buenas conductas y en otras no tanto.

The power questions are crucial for cutting through surface-level discussions and getting to the heart of power dynamics. Questions like 'Who decides?' and 'Who benefits?' force us to confront the underlying structures and assumptions. They open up pathways for critical thinking and honest dialogue, shining a light on often overlooked or unspoken aspects of any situation. This approach has been essential in my work, allowing me to uncover deeper truths and foster meaningful change.

In my practical experience, I've remained surprised at how many times a stakeholder assessment or analysis falls short of capturing those who influence outside of their scope and perceived area of expertise. As a result, I've found it very helpful to couple any analysis with observation. In particular, I watch for individuals who weigh-in on subjects beyond their defined role and then look to determine the reaction of other players in their decision making. Was the input dismissed? Or was input significant enough to generate a conversation or even a change in decision making? This helps me understand the power dynamics beyond formal titles as well as cross functionally.

Great facilitators are great observers. We regularly scan our audience, watching and listening for signs of interest, boredom, confusion, and comprehension. Is it time for a break? To slow down? To speed up? Is it time to jump start engagement with an activity? Use your observation superpowers to watch and listen for power dynamics. Who's asking questions? To whom do others defer? How do participants react to different speakers? If there are participants dominating conversations, could you ask them (on a break) to step out or step back to create space? If that feels too awkward, tell the room that you want to hear different voices, and coax responses out of your quieter participants in ways that honor their level of intro/extroversion.

Las dinámicas de poder en grupos grandes son muy útiles para identificar líderes, motivadores y otras características diferenciadoras de las personas dentro de los grupos de trabajo

Irvin D. Yalom's work in group dynamics is fundamental to understanding group dynamics. From leaders to gatekeepers, challengers to followers, these dynamics will always arise when a group forms. In addition, the concepts of group think should be considered and mitigated considering the larger a group is, the more powerful this phenomenon becomes.