This and some subsequent columns will be a joint presentation by my friend and colleague Herman (Hy) Resnick and myself. This month's column will contain the organizational wisdom of Hy Resnick, an expert in the influence of organizational processes within the care practice fields.

ave you ever wondered why some workers seem to have more influence than others at staff meetings regarding agency decisions? Or why certain workers are in the inner circle’s communication loop and others are not? Or why some staff members get raises or other goodies regardless of contribution or competence and others do not? If yes, then read on. In this column I offer an explanation for the above phenomena, which probably exists not only in the non-profit human service agency world, but in the profit making organizational world as well. An assumption underpinning this hypothesis is the crucial importance of the staff social group in influencing if not determining significant aspects of your life as a child and youth care worker in a social agency.

Those organizational members who hold a top power position in the staff social group:

1. May have more impact on agency decisions in formal staff meetings and informal hallway discussions than low power position staff members. Low power staff members’ suggestions are often viewed through a ‘filter’, which downgrades their usefulness and reduces the willingness of other staff to support their ideas. The assumption seems to be that high power persons are more competent and knowledgeable than low power persons, an unproven assumption. Low power persons may have important contributions to make but because of their ranking will not get a fair hearing when they present their ideas.

2. May likely be in the agency underground communication loop and have earlier access to important information than do those who have a low power position. Important information might include agency changes in top management, in staffing arrangements, new building plans, etc. Low power persons have to cope with agency dilemmas and confusions without this significant information.

3. May ‘earn’ more promotions, get to participate in more conferences, be assigned to more important committees and the like than low power persons. Despite a social agencies’ expressed commitment to fairness in their personnel policies they may typically operate by what I call the “Iron Law of Social Power”. Staff members who have attained a top position amongst their co-workers may, regardless of ability, receive more of what agencies have to offer by way of material and social rewards than low power co-workers.

Political Awareness
Life in organizations, yes, even in human service organizations, is often political as well as task and effectiveness oriented. Power and your ability to manage it, is one of the most important ingredients in this political environment. Be aware that your location in this social structure has the potential to influence your behavior. Use this awareness to guide your interactions so that your contributions in agency policies reflect your political savvy as well as your professional knowledge, ethics and capabilities.

So, be aware that the staff power structure can be quite different than the division of responsibility and hierarchy listed on the agency's organizational chart.
 

In the next issue of ‘In a nutshell’ we will look at the role of your
agency’s stage of development.
You can contact Hy Resnick at: resnickh@u.washington.edu