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Analyzing and addressing power dynamics in collaboration
Power dynamics inevitably shape collaboration. Unexamined dynamics can make 'collaboration' into disguised hierarchy. Before significant collaborative work (especially with external partners), map the power landscape: Formal power: Who has organizational authority? Who controls resources, decisions? Expertise and information:… An ongoing team scaffold (analysis session), run before significant collaboration, not as a one-off.
Practical
- Time
- 30-45 min
- Group
- 3–20 · small-group
- Settings
- in-person, online
- Materials
- None beyond ordinary meeting/work settings
- Mechanisms
- life-embedding, dialogic-encounter, behavioral-rehearsal
- Change scope
- state → skill · recurring-practice (Before significant collaboration)
Instructions
- Where
- idg.thomasjordan.se/idg-team-scaffolds-webapp.html — Thomas Jordan's IDG Resource Library, open
- Availability
- Open online — published at the link, free to read
Source link checked 29 Aug 2026 — unchanged since we recorded it on 28 Aug 2026
This directory describes and points home; the instructions stay with the people who made them.
Origin
Thomas Jordan & Claude [AI] (IDG for Teams handbook — team scaffold) — IDG practice (idg.thomasjordan.se)
In this directory via Thomas Jordan's IDG Resource Library
Team leader role (Jordan): Recognize that your position shapes dynamics. Practice restraint—hold your views until others have contributed. Explicitly invite disagreement. Before significant collaborations, lead power analysis.
status: checked · added 2026-08-25