Power-With and Not Power-Over
Here is a story of Mary Parker Follet (1868-1933) and her impact on leadership at NASA. Her research and work on how leaders can leverage power proved instrumental in achieving NASA’s ambitious goal of landing a man on the moon! Here is more about her contributions and the NASA story.
Mary Follett was born in Quincy, Massachusetts, and studied at the Massachusetts Institute of Technology and Harvard University. She subsequently embarked on a multifaceted career, engaging in social reform movements, serving as a personal advisor to President Theodore Roosevelt on nonprofit organization management, and actively participating in the burgeoning field of organizational studies.
Three Ideas from Mary Parker Follett's Work:
Power-with
Follett's philosophy of "power-with" stood in stark contrast to the traditional "power-over" model, which viewed power as a means of domination and control. Instead, she proposed a cooperative model where power emerges from the collective efforts of individuals working together. This approach fostered a sense of unity and shared purpose, leading to more effective and innovative solutions.
A company where a leader embraces "power-with," encourages open dialogue and values diverse opinions. This collaborative environment sparks creativity, leading to innovative solutions. In contrast, a power-over approach stifles dissent, limiting creativity, and hindering progress. This anecdote underscores the transformative impact of embracing Follett's "power-with" paradigm.
In the realm of leadership, Follett presents a paradigm shift. Leaders, according to her, are not persuaders but connectors. They facilitate constant integration and learning within the team, promoting a democratic "power-with" dynamic over authoritative "power-over" tendencies. She said:
“The best leader does not ask people to serve him, but the common end. The best leader has not followers, but men and women working with him. [...] We want to arouse not the attitudes of obedience, but the attitudes of co-operation, and we cannot do that effectively unless we are working for a common purpose understood and defined as such.” (Follett, 1941, p. 262)
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Impact at NASA
James E. Webb, the second administrator of NASA during the Space Race, harnessed Follett's insights, adopting a collaborative management style that embraced power-with.
He established a "triad" with two of NASA's top engineers, Hugh Dryden and Robert Seamans, creating a decision-making process that valued each member's expertise and perspective. This approach embodied Follett's concept of "power-with," ensuring that decisions were made through a collaborative process, an integration that valued diverse perspectives.
It proved instrumental in propelling NASA's success in achieving the ambitious goal of landing a man on the moon.
Webb recalled how Follett saw the duties of the leader of an organization as to ‘draw out from each his fullest possibilities’...as ‘more responsible than anyone else for the integrated unity which is the aim of organization.” ...[T]he best leader is not the greatest hustler or the most persuasive orator or even the best trader, the great leader is s/he who is able to integrate the experience of all and use it for a common purpose.”
Follett's legacy extends beyond the realm of organizational management, influencing fields such as conflict resolution and education. Her emphasis on collaborative problem-solving and the integration of diverse viewpoints continues to resonate in today's increasingly interconnected world.
A Reflective Question for Today's Leaders
Follett's insights into power-with and integration offer a valuable framework for fostering collaboration, empowering individuals, and achieving collective success. As we strive to build more harmonious and productive organizations, we must ask ourselves:
Are we embracing power-with or are we still clinging to outdated models of power-over in our teams?