Power Dynamics and Influence in Non-Governmental Organizations: A Critical Analysis

During my tenure in the non-profit sector, I observed a phenomenon that left a profound impression on me: the way certain stakeholders exerted influence over the board of directors of a non-governmental organization. Beyond the methods of influence themselves, I want to emphasize the sheer power of this influence and how it shaped a particular culture and behavioral patterns within the organization.

This observation can be generalized through the lens of game theory, specifically referencing the work of American mathematician John Forbes Nash, known for the "Nash Equilibrium." This theory describes a situation where no player in a system can improve their individual gain by changing only their own strategy while the strategies of others remain constant. However, years later, Konstantinos Daskalakis (a Greek professor in the Department of Electrical Engineering and Computer Science at MIT), along with Christos Papadimitriou and Paul Goldberg, indirectly challenged this theory by proving that there are cases where no efficient algorithm exists for computing a Nash equilibrium, thereby shaking one of the foundations of modern economics.

Ιn simple terms, and on a theoretical level, individual gain does exist. However, the ways in which this manifests in applied strategies is a question worth exploring and analyzing.

 The Cascade of Pressure in Organizational Hierarchies

If we consider that the average person in a position of responsibility aims to perform optimally in their role—whether due to pressure from superiors or, if they are at the top of an organization, they compel their subordinates, who in turn pressure their own subordinates to pass down this pressure so that each employee gives their best effort at work.

However, there are also external factors upon which non-governmental organizations depend—what we might call "the bosses." These stakeholders will naturally seek to exert every form of pressure to achieve their desired outcomes.

 Case Study: Volunteer Fire Prevention Teams

To illustrate this dynamic, consider the influence a regional fire chief can exert over a volunteer forest firefighting team. The answer is substantial, given that the needs and demands are equally significant during fire prevention periods.

For instance, the chief may want volunteer firefighting teams under their jurisdiction to fully equip all available firefighting vehicles, even when there aren't enough personnel to operate them effectively. This automatically places the board of directors in a significant dilemma: on one hand, they want to maintain good relations with their "boss," but on the other hand, they see that their personnel can barely cope with existing circumstances due to reduced staffing levels.

 In this scenario, the transmission of pressure from the board to volunteer firefighters seems inevitable—assuming, of course, that the board wants to maintain good relations with their superior.

The ethical dimension of this approach is, at minimum, unethical, as the consequences of having exhausted personnel during emergency response can be catastrophic. This leads to the clear conclusion that priority should be given to personnel welfare rather than appeasing every "boss."

 The Challenge of Wealthy Volunteers

Another example of influence occurs when a non-governmental organization has one or more volunteers with greater financial means than others. Unintentionally, and wanting to help in whatever way they can, these individuals make gestures such as monetary donations to cover certain needs or purchasing basic protective equipment and more.

This automatically creates a sense of obligation from the board toward these volunteers, fundamentally undermining objective treatment between the board and volunteer members.

So what happens in this case, one might ask? Should donations be refused? This is obviously unrealistic. The donation will be accepted normally, but before reaching this point of acceptance, the non-governmental organization should have arranged to organize a sub-committee (see my previous article https://volunteersmelody.blogspot.com/2025/09/unlocking-hidden-potential-how-sub.html) with the exclusive purpose of managing sponsorships from external stakeholders.

Simultaneously, communication between the board and financially capable volunteers should be encouraged rather than marginalized by simply saying "thank you" repeatedly. There must be limits established on the extent and percentage to which volunteer members help the volunteer team to which they belong.

 Founder Influence and Cultural Formation

Finally, presidents of non-governmental organizations who are simultaneously (due to the age of the NGO) the founders of these groups shape the culture of a board of directors, just as happens with financially capable volunteer members, or just as happens with "bosses," leading them—unintentionally, I want to believe—toward a specific direction. This direction typically operates in favor of the NGO founder and their agenda.

 Conclusion: The Pervasive Nature of Influence

All the aforementioned factors demonstrate that there exists a kind of pervasive force so powerful and capable that it can shape the culture of a board of directors at any time and moment. Furthermore, the comparison between volunteers and "bosses," volunteers and financially capable individuals, and volunteers and founders of volunteer organizations is not only misguided but can also be dangerous.

The key insight here is recognizing these power dynamics and implementing structural safeguards to ensure that organizational decision-making remains aligned with the mission and values of the NGO, rather than being unduly influenced by external pressures or internal power imbalances.

What are your thoughts on managing these complex power dynamics in non-profit organizations? Have you observed similar patterns in your experience?