Heimans, J. & Timms, H. (2014). Understanding “New Power”. Harvard Business Review.
In this article, the authors identify the dynamics of organizations operating within hierarchical “old power” values and the flattened hierarchy of “new power” values. Corporations like Apple exhibit “old power” values by maintaining secrecy around its products and discouraging peer-driven participation. Organizations like GoFundMe and Kickstarter celebrate transparency and participation by placing the power in the consumer’s hands. Rather than blindly donating money to an organization, participants choose which causes, projects, or people to support. A growing lack of trust in organizations has given rise to individual voice and empowerment. “The goal with new power is not to hoard it, but to channel it”, (Heimans & Timms, 2014).
Several organizations, colleges, and universities are resistant to change. By acknowledging “new power” and “old power” values, colleges and universities can redesign their organizational structure in response to a changing business model. Successful student strikes at Howard University regarding sub-standard living conditions reflect the power students wield as definitive stakeholders. They want a say in their educational experience and demand to be heard. Incorporating “new power” values that include student, faculty, and staff voice in the decision-making process would allow universities to grow in accordance with the changing times.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D4: Be equipped to influence change.
Keywords: new power values, old power values, transparency, participation, universities, organizational structure, university governance and empowerment
