Power Analysis

What's its purpose in systems grantmaking?

To identify opportunities and challenges for changing the power dynamics in a system (e.g., influencing those in power directly or creating the conditions needed for others to build power) in order to change the system.

What is it?

A visual mapping technique that creates a picture and common understanding of the current power relations related to a particular problem by placing stakeholders on two intersecting continuums: 1) from opposing to supporting a systems solution and 2) from having no power to significant power to make decisions about the systems solution. There are eight steps to creating a power analysis map:

Define the major problems or conditions negatively impacting your primary constituency.
Define your agenda and the major competing agenda against the conditions you would like to change.
Plot the major policy battles or campaigns related to the problem and conditions.
Identify the major centers of decision-making that control the problem or conditions.
Plot the major organized and active opposition.
Plot the organized ally groups.
Plot the key unorganized groups or constituencies.
Analyze the picture and develop strategies for creating change.

When is it useful?

When power dynamics are a major driver of a problem and focusing resources on a specific set of constituencies will help shift those dynamics
When determining goals and strategies for movement-level change or community organizing, policy or advocacy campaigns
When there is a well-defined issue, problem or desired outcome
For non-grantmaking social-sector actors, when providing political education for the grassroots or partners

Example from the field

How does Power Analysis work?

A grantmaker1 worked with Strategic Concepts in Organizing in Policy Education (SCOPE) to conduct a power analysis with grantees and stakeholders to understand the political landscape as it relates to a key determinant of education outcomes for elementary-age children: poor nutrition and diet. This mapping process led to a campaign to pressure the school board to change the vendor supplying school lunches, resulting in thousands of children receiving more nutritious lunches.

First, the group had a meeting to identify problems related to poor nutrition and diet including increased rates of diabetes in children and the provision of high-fat, high-salt school meals. Second, the group sketched out its agenda related to the importance of healthy meals and health equity to education outcomes. It then sketched the opposition’s agenda, which included maximizing vendor revenue and cuts to education funding. Third, it identified the major policy battles influencing the problem, such as school board elections.

In the fourth through seventh steps, the stakeholders developed a shared understanding of power by mapping out the following: 1) major decision-makers (i.e. the school board), 2) major opposition (i.e. meal vendors), 3) allies (i.e. the local PTA), and 4) unorganized groups (i.e. low-income families with school-aged children). They plotted these groups on the map in relation to where they stand on the issue (i.e., opposing or supporting) and the level of influence each stakeholder has in the system. Refer to the example map below for details.

Finally, in the eighth step, they analyzed the map and developed strategies for changing the problem. They used the following questions to guide their conversation:

What are the strengths and challenges of the current position of our organization and allies?
What does it tell us about where we need to put the most energy?
Which decision-makers should we focus on weakening?
Which allies are essential partners?
Which unorganized constituencies should we focus on to develop into allies? How?

A Depiction of a Power Analysis Map

This mapping technique is a critical complement for other resources like Social Network Analysis, Social Movement Mapping, and Causal Loop Mapping, which provide more information about the relationships among stakeholders and/or what variables need to be influenced. Similarly, power analysis strengthens these resources in understanding how to engage different types of stakeholders in systems change.

1. This is a hypothetical example based on the “Intro to Power Analysis” Presentation by SCOPE at the 2015 Center for Nonprofit Management conference.

What are tips and cautions for systems grantmakers and the social sector?

To create a richer map, it may also be useful to include diverse stakeholders who are considered insiders and outsiders of the system.
The technique requires a high level of trust among participants. A facilitator skilled in managing power dynamics and conflict among participants is important. The technique needs sufficient space and time for discussion.
The technique simplifies stakeholders’ positions by assuming competing agendas. It’s important to be cautious about drawing conclusions that are too stark and clear-cut.
As is true with all of the resources in this guide, grantmakers facilitating Power Analysis need to account for and address concerns about their own power. It can be useful to put both funders and grantees on the map and have conversations about power with both the grantmaker and grantees in the room.

Resources

Introduction to Power Analysis

By Gloria Medina
501(c)onference presentation, 2015

Link to Presentation

SCOPE

SCOPE has developed best practices and tools, which it shares nationally, based on more than 20 years of community organizing in South Los Angeles around economic development.

Acknowledgments

Gloria Medina

Training Director, SCOPE

Systems Grantmaking Resource Guide

Resource Type

Visual Mapping

Systems Questions

People

Grantmaking Stages

Develop grantmaking strategy

Identify and select grantees

Participation

Highly participatory

Expertise

A skilled facilitator

Time

Less than 1 month