Against the Current: A Critical Exploration of Power Structures in Non-profits from a By-and-For Perspective
As the directors of a grassroots, by-and-for organisation, we find ourselves continually navigating a paradox within the non-profit sector. Despite being a beacon of social change, the sector is marked by power imbalances that can seem to mirror the very inequalities it strives to combat. The intersection of what we call the 'non-profit bargain', in the context of white supremacy culture, lies at the heart of this paradox.
Unmasking the 'Non-Profit Bargain'
Drawing from Deniz Kandiyoti's insightful 'patriarchal bargain,' We've experienced a parallel dynamic within the non-profit sector, which we refer to as the 'non-profit bargain.'
In the concept of a patriarchal bargain, women find themselves manoeuvring within patriarchal structures. This involves adapting to prescribed gender roles and norms, a process that can unintentionally perpetuate the very system that oppresses them. However, it's crucial to understand this as a response to existing conditions rather than an active contribution to their subordination. The seeming acceptance or choice of certain oppressive aspects of patriarchy is more about leveraging the system for some form of security or advantage amidst the constraints they face. This speaks to the complexity of gender dynamics in patriarchal societies and the nuanced ways women negotiate their positions within these systems.
Similarly, in the 'non-profit bargain,' larger, predominantly white-led non-profits conform to existing power structures. These organisations, perhaps unknowingly, help maintain systemic imbalances that favour them, thereby perpetuating a culture of dominance. By operating within these structures, they secure their status, influence, and funding. Yet, much like the patriarchal bargain, this comes at a cost. The price is often paid by smaller, by-and-for organisations like ours, whose voices are stifled, and unique capabilities are undermined.
The 'non-profit bargain' exists within intricate power structures deeply entrenched in the non-profit sector. These structures are often influenced by societal norms, historical biases, and resource allocation methods, creating a complex, interwoven system that affects how organisations operate and interact.
To begin with, societal norms and historical biases play a significant role. Larger, white-led non-profits are often seen as the "norm", primarily due to a history of greater access to resources, education, and networks. This historical advantage, combined with societal favouritism towards what's familiar and established, reinforces their dominant position.
Secondly, resource allocation methods within the sector perpetuate these power structures. Funders, donors, and grant-making institutions often prefer well-established organisations with a proven track record, overlooking smaller, grassroots organisations. The impact is twofold: it not only secures the financial stability of larger non-profits but also restricts the growth and potential of smaller ones.
Additionally, decision-making processes and representation in the sector further solidify these power structures. Larger non-profits often have more seats at decision-making tables, which can lead to an overemphasis on their perspectives and priorities and an underrepresentation of the unique insights and needs of by-and-for organisations.
Finally, the very nature of the non-profit sector, which relies heavily on external funding, can inadvertently favour organisations that are adept at 'playing the game.' They may have more resources to devote to fundraising, grant-writing, and networking, thereby ensuring their survival and growth within these power structures.
In this environment, the 'non-profit bargain' unfolds, reinforcing the dominance of larger, white-led non-profits while suppressing the voices and potential of smaller, by-and-for organisations. It's a dynamic that, much like the patriarchal bargain, requires systemic disruption for true equity and inclusion to be realised.
White Supremacy Culture: A Subtle Adversary
The amplification of the 'non-profit bargain' is indeed perpetuated by the often subtle presence of white supremacy culture. This set of norms, which privileges whiteness and side-lines diverse voices, is woven into the fabric of the non-profit sector. Qualities such as perfectionism, a sense of urgency, and binary thinking, as identified by Kenneth Jones and Tema Okun, subtly maintain this culture of dominance. Perfectionism, for example, can surface in larger non-profits through an unspoken assumption that their established structures and resources make them the ideal candidates for driving change. This notion of perfectionism can lead to power hoarding, leaving limited scope for smaller organisations like ours to access the resources we need to effectively support our communities.
Yet perfectionism is just one facet of white supremacy culture that influences the non-profit sector. The 'sense of urgency,' another characteristic identified by Jones and Okun, is also prevalent and equally detrimental. This sense of urgency often manifests in rushed decision-making, quick fixes, and a focus on immediate results at the expense of long-term, systemic solutions. In the context of domestic abuse non-profits, this can result in a propensity to 'band-aid' solutions rather than investing time and resources into preventative measures and comprehensive victim support systems. Short-term projects may be favoured over long-term initiatives that require sustained effort and commitment but have the potential for a more significant societal impact.
A sense of urgency can also create an environment where there is no time to include diverse voices fully. In the rush to meet deadlines or deliver outputs, larger organisations may overlook the unique insights and contributions that smaller, grassroots organisations can offer. This haste can lead to missed opportunities for collaboration, resulting in services that may not adequately cater to the needs of the communities they are intended to serve.
Binary, or either/or thinking, is another characteristic that can limit the impact of non-profits. This kind of thinking discourages complexity and nuance, favouring a simplistic view of issues. In the context of domestic abuse non-profits, this could mean a failure to recognise and address the multi-faceted challenges faced by survivors. Such a limited perspective can undermine the development of holistic support systems that consider the range of experiences and needs among those affected by domestic abuse.
Ultimately, these characteristics of white supremacy culture perpetuate power imbalances, inadvertently favouring larger, white-led non-profits at the expense of smaller, by-and-for organisations. By recognising and addressing these dynamics, the sector can move towards a more equitable and effective approach to social change.
The Urgent Need for Transformation
The intersection of the 'non-profit bargain' and white supremacy culture has tangible impacts on the work we do. We are often seen as a resource to be tapped into for insights into our community when it suits larger organisations, yet our mission and unique expertise are disregarded in the larger discourse.
When opportunities emerge that are loosely based on intersectional service provisions, in an attempt to secure funding and meet funding criteria, we've observed organisations contort their services into a seemingly universal solution. Instead of forming meaningful relationships with by-and-for organisations to provide genuine, authentic and informed support, organisations strive to cater to a wide array of identity needs, often resulting in a diluted approach that fails to address the unique needs of specific communities. An example of this is the persistent use and funding of roles such as the BAME (Black, Asian, and Minority Ethnic) Independent Domestic Violence Advisor (IDVA), despite constant criticism for the use of this term.
Now, whilst we are appreciative of progress to understanding intersectionality, the continued use of overarching terms like BAME or BME (Black and Minority Ethnic) creates homogeneity, erasing the distinct identities, experiences, and needs within these diverse communities and therefore the risks associated with them.
This attempt to reduce a diverse group to only an acronym that positions whiteness as standard, not only hampers the authenticity and effectiveness of service provision but also undermines the value of by-and-for organisations genuine experiences and deep understanding of the communities they serve. By-and-for organisations provide specialised, tailored services that address specific needs in ways that broad-brush approaches cannot. Specialised support that has arisen out of necessity due to exclusion from mainstream white-led services. Services that fail to recognise our intersectional needs and refuse to intentionally dedicate themselves to building cultural literacy and cultural competency, which successfully creates and maintains a structure that fosters otherness and domination.
When organisations bend to the pressures of funding criteria, they end up restricting the development of truly meaningful and effective services. In doing so, they curb the potential of these by-and-for organisations to reach their fullest extent. The very essence of these organisations, providing specialised, tailored services born from first-hand understanding and experience, is threatened. This dynamic extends to the communities we serve — survivors of domestic abuse from marginalised backgrounds — whose needs are often side-lined in favour of a one-size-fits-all approach. The impact of this is not just a matter of inequity; it's a violation of human rights. Recognising this violation underscores the need for a significant shift in funding priorities and criteria.
A Passionate Call for Change
Our experiences have ignited a deep desire to challenge and change these dynamics. We need a shift towards equitable funding practices that recognise the value of grassroots, by-and-for organisations. Larger non-profits need to reassess their internal cultures and practices, ensuring they do not perpetuate the systems of dominance they aim to dismantle.
Being at the helm of a by-and-for organisation, we call for a dismantling of the 'non-profit bargain.' It involves sharing power, forming genuine partnerships with organisations like ours, and amplifying our voices and work.
In our collective strive towards social change, recognising and addressing the intersection of the 'non-profit bargain' and white supremacy culture is critical. Only then can we work towards a non-profit sector that truly embraces diversity, equity, and genuine representation, embodying the principles it stands for. It's high time we, as a sector, translate our intention into action to ensure all voices are heard, respected, and amplified.
References:
Kandiyoti, D. (1988). Bargaining with patriarchy. Gender & Society, 2(3), 274-290. https://www.jstor.org/stable/190357
Okun, T. (2021). White supremacy culture. Dismantling Racism Works. https://www.dismantlingracism.org/uploads/4/3/5/7/43579015/okun_-_white_sup_culture.pdf
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