Ian Moss lays out a simple analogy:
It's always worthwhile to sit and really understand power relationships (like I tried to in seven parts: I II III IV V VI VII). The question I'm left with at the end is, how can Grantees/Emerging Leaders exercise their power on Bosses/Funders responsibly? After all, what he's basically doing is laying out a Management/Labor relationship. Management has clear tools for dealing with labor, relating to pay and firing powers; but Labor these days also has clear tools for dealing with management, largely through collective bargaining (and also as a voting block, because labor tends to outnumber management when it comes to elections).
So, has anyone come up with models of collectively bargaining with funders? Philanthropy is not my field, so I don't know. Have emerging leaders found ways to get better treatment/to become more valued by their bosses?
