>From Genene Koebelin koebelin@cwix.com
Richard Charles Holloway poses a number of questions, and I would like to
share some of my thoughts on empowerment, as this is a subject which means
a great deal to me as an educator.
We empower others when we educate them about what they are capable of when
given the right tools and resources.
| When you empower others, what power are you giving to them?
The power you are sharing is information sufficient to make judgments and
to act--on one's own or to organize others to act for a common purpose or
cause. The information may be regarding method or best practices,
resources, etc. For it to be empowering, it must be sufficient for the
person to understand and to act. If it is not perfectly clear, it is not
empowering and there will be no inclination to act.
| What is the source of your power?
The source of your power is information you have that others do not.
There is also "position power" which refers to your rank within a
hierarchical structure.
| Does the person you're "empowering" also have power? If so, what's the
| significant difference between their power and yours?
Empowerment helps to unveil one's capabilities. The person you have
empowered may go on to become more powerful than you, or you may remain
the expert, or you may become partners working towards a common goal.
| Do people you're "empowering" reciprocate by "empowering" you?
Teaching, like communication, is a two-way street.
| Where do you derive your "control" from and how does it relate to power?
You may control others by utilizing "position power" or by hoarding or
manipulating information they need to be fully empowered themselves.
| What are the essential differences and similarities between manipulating
| and empowering?
When you are manipulating someone, you are selective in the information
you share, and you tend to share it in a way that is piecemeal and
difficult for them to put together. When someone is empowered, they
understand the issue from a number of perspectives and exercise their own
judgment in deciding when and how to act.
| When you "empower" someone, you indicate that you expect them to perform
| or behave in an "empowered" manner...what is the source of your
| expectations
| and how are your expectations connected to the practice of "empowering."
When you empower someone, they may not make the same decisions you would
have made. However, when people talk about and exchange their different
perspectives, synergy can be created leading to new and better solutions.
| When we work to develop capacity in one another (capacity for
| autonomy,
| authority, leadership, etc), we relate differently to one
| another...perhaps
| not as political or financial equals, but at the least as colleagues.
When you empower others, your relationship with them changes. Instead of
being perceived as the superior or "boss," you become more of a consultant
or coach. The new relationship is suggestive of equality, mutual respect
and trust. There is shared ownership of problems and shared
responsibility for their solution.
Respectfully submitted by
Genene Koebelin, graduate student
Adult and Organizational Learning Program
Suffolk University
Boston, Massachusetts
--koebelin <koebelin@cwix.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>