This section covers 'A Different Kind of Power' p101-108
The chapter begins by referring to a UK mental health study which found that feeling powerless was the most common response to global issues. I am not surprised as that is something I often feel myself when faced with so many environmental and human catastrophes at the present time. Many people feel that large changes, of the kind needed to solve these global issues, is only possible by political leaders and large corporations, who are seen as holding most of the power.
Joanna looks at power as ‘power over’, the kind of power that tends to lead to feelings of powerlessness, power being viewed as a commodity, power generating conflict and mental rigidity, and power that is viewed with suspicion.
She suggests collaborative power (or ‘power with’) as an alternative to ‘power over’ in which power is held by the select few at the top of the pyramid, and instead is held collaboratively among all of us. Nelson Mandela is used as an example as someone who used dialogue to include people and allow them to feel part of decision making and their country’s future. Most of our current democratic systems are not sufficient to do that for most people.
‘Power with’ works on the basis of synergy, and looking to find solutions that allow both sides to win. It also works on the basis of allying together to produce change from the bottom-up rather than top-down, through organisation and co-operative.
One book I have long liked in this area is Hope in the Dark by Rebecca Solnit who has given talks at Upaya among other places, and is definitely Zen adjacent if not a full student of Zen. She points out that many cultural shifts take place at a seemingly pivotal moment that is the drop of water that breaks the dam or straw that breaks the camel’s back. But, for that pivotal moment, such as Rosa Park’s taking the seat on the bus, to happen, there first has to be the momentum behind it. So, even if we think we are not seeing the effects of our campaigning and working together, she argues that it is important to build that momentum, and have those conversations, so that the drive is there when the time is right.
Questions for this week:
Does the idea of ‘power with’ help you to feel any less powerless?
How can we use collaborative power to create change?
How do you personally use collaborative power? Are there more ways you might do this in the future?
Wishing you all a good week!
Gassho
Kokuu
The chapter begins by referring to a UK mental health study which found that feeling powerless was the most common response to global issues. I am not surprised as that is something I often feel myself when faced with so many environmental and human catastrophes at the present time. Many people feel that large changes, of the kind needed to solve these global issues, is only possible by political leaders and large corporations, who are seen as holding most of the power.
Joanna looks at power as ‘power over’, the kind of power that tends to lead to feelings of powerlessness, power being viewed as a commodity, power generating conflict and mental rigidity, and power that is viewed with suspicion.
She suggests collaborative power (or ‘power with’) as an alternative to ‘power over’ in which power is held by the select few at the top of the pyramid, and instead is held collaboratively among all of us. Nelson Mandela is used as an example as someone who used dialogue to include people and allow them to feel part of decision making and their country’s future. Most of our current democratic systems are not sufficient to do that for most people.
‘Power with’ works on the basis of synergy, and looking to find solutions that allow both sides to win. It also works on the basis of allying together to produce change from the bottom-up rather than top-down, through organisation and co-operative.
One book I have long liked in this area is Hope in the Dark by Rebecca Solnit who has given talks at Upaya among other places, and is definitely Zen adjacent if not a full student of Zen. She points out that many cultural shifts take place at a seemingly pivotal moment that is the drop of water that breaks the dam or straw that breaks the camel’s back. But, for that pivotal moment, such as Rosa Park’s taking the seat on the bus, to happen, there first has to be the momentum behind it. So, even if we think we are not seeing the effects of our campaigning and working together, she argues that it is important to build that momentum, and have those conversations, so that the drive is there when the time is right.
Questions for this week:
Does the idea of ‘power with’ help you to feel any less powerless?
How can we use collaborative power to create change?
How do you personally use collaborative power? Are there more ways you might do this in the future?
Wishing you all a good week!
Gassho
Kokuu
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