How do you address power dynamics and conflicts in participatory action research?

Participatory action research (PAR) is a collaborative approach that involves researchers and community members in generating knowledge and action for social change. However, PAR also entails challenges and tensions, such as power dynamics and conflicts, that can affect the quality and outcomes of the research process. How do you address these issues in a respectful and constructive way? Here are some tips and strategies that can help you navigate PAR in community settings.

1 Acknowledge power differences

Power is not a fixed or neutral concept, but a dynamic and relational one that shapes how people interact, communicate, and make decisions. In PAR, power differences can arise from various factors, such as education, culture, gender, class, race, or position. These differences can create imbalances, hierarchies, or exclusions that can affect the participation and voice of some groups or individuals. To address power differences, you need to acknowledge and reflect on them, both as a researcher and as a group. You can use tools such as power mapping, self-assessment, or dialogue to identify and discuss the sources and effects of power in your PAR project. You can also seek to balance power by sharing roles and responsibilities, ensuring transparency and accountability, and fostering mutual learning and respect.

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Bonnie Howard Howell

Your Coach, Counselor, Consultant but not with old tools, call to see what I can bring to your table.
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I noticed in your post when giving name to human characteristics that could give rise to power imbalance that you didn’t specifically mention age. Having spent my entire career trying to overcome the imbalance that results in showing up at the table female. However, even that training ground was insufficient in preparing me for the imbalance associated with being old in the US. Perhaps it’s because we have not in the latest rounds of political machinations old age is not protected. You can be outrageously abused by everyone and paraphrasing shingles ad the politicians don’t care. Just witness the disrespect/harassment of our current president just for the sin of being older than the press core and more savvy than nearly all the. Stories?

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Charles D. Jackson

DIVERSITY & INCLUSION | PROGRAM MANAGEMENT | ADVOCATE | FAITH-BASED/COMMUNITY LIAISON | INSTRUCTOR | FACILITATOR | ORGANIZER | SPEAKER
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Showcasing the need for those who are most marginalized around race, gender, age, ability, class, religion and ethnicity is a must for those doing DEI work. During the Feedback portion of PAR always make sure that everyone has access to give their feedback as well.

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Eric R Howell, National Charrette Institute Certified

Blessed Father to Adena Mae | Wild Rivers Habitat for Humanity | American Planning Association's Design Thinking In Planning | American Association of Municipal Executives
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(1/2) Did you know that design thinking has the innate ability to address some of the complex fundamental challenges associated with power dynamics? In the field of community planning, we are constantly bombarded by executing Planning processes that fail to address these complex fundamental challenges. The American Planning Association, the primary industry sector nonprofit organization supporting community Planning, has recognized the need for the Planning industry to make necessary adjustments towards how communities are engaged through recognizing these very power dynamics that exist and that have even negatively impacted not only our communities, as clients, but as Planning professionals. As a result, a new initiative has been...

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Eric R Howell, National Charrette Institute Certified

Blessed Father to Adena Mae | Wild Rivers Habitat for Humanity | American Planning Association's Design Thinking In Planning | American Association of Municipal Executives
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(2/2) ...formed to address such topics. Us at the American Planning Association strongly encourage you to check out this specialized group who are dedicated to this very topic. Link: https://planning.org/divisions/groups/design-thinking/ Their vision is to serve as the American Planning Association's premier hub related to the topic-intersection between Planning and Design Thinking promoting human-centeredness in the Planning discipline to improve community engagement practices, collaboration, and planning transparency that results in human-centered planning, policies, and investments.

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2 Manage conflicts constructively

Conflicts are inevitable and normal in any collaborative process, especially when dealing with complex and sensitive issues. In PAR, conflicts can emerge from different perspectives, interests, values, or expectations among the participants or stakeholders. Conflicts can also be related to power dynamics, such as domination, resistance, or marginalization. Conflicts are not necessarily negative or harmful, but they can become so if they are ignored, suppressed, or escalated. To manage conflicts constructively, you need to recognize and address them early, before they affect the trust and cohesion of the group. You can use techniques such as active listening, mediation, negotiation, or consensus-building to facilitate dialogue and problem-solving. You can also use conflicts as opportunities for learning and growth, by exploring the underlying causes, assumptions, and emotions, and by seeking to understand and appreciate the diversity and complexity of the PAR context.

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Dylan M. Rafaty, MADR, CDP (deaf/HoH)

President & CEO at North Texas Disability Chamber
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As a recent graduate of the SMU dispute resolution program, I’ve learned the importance of listening and asking questions often. It helps us to formulate understanding and learning about diverse perspectives. I often share that conflict can be a good thing as it opens for more dialogue and helps us see areas that we don’t typically see or think about. As someone who was once a candidate running for office, listening was a trait that I developed and helped me value to learn from those who think differently than me.

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3 Adapt to changing situations

PAR is not a linear or predictable process, but a flexible and emergent one that responds to the changing needs and realities of the community. In PAR, you may encounter unexpected situations, such as changes in the research question, methods, goals, or participants. You may also face external challenges, such as political, social, or environmental factors that influence the research environment. To adapt to changing situations, you need to be open and responsive, rather than rigid and prescriptive. You can use tools such as feedback loops, monitoring and evaluation, or action-reflection cycles to track and assess the progress and impact of the PAR project. You can also use principles such as participation, collaboration, or reflexivity to guide your decisions and actions in a context-sensitive and ethical way.

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Eric R Howell, National Charrette Institute Certified

Blessed Father to Adena Mae | Wild Rivers Habitat for Humanity | American Planning Association's Design Thinking In Planning | American Association of Municipal Executives
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(1/2) Please see my contribution via the "Acknowledge power differences" as a primer to this sections' contribution. One of the super powers behind #DesignThinking is its innate ability to adapt in ever-evolving situations as it relates to social and physical environs. "Iteration" is the DNA behind this engagement approach, or better yet, a reframing of how we discuss an issue or an opportunity. Placing the "human" in the center of experience and perspective is absolutely essential towards being able to have more meaningful and effective conversations with communities regarding community planning issues...

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Eric R Howell, National Charrette Institute Certified

Blessed Father to Adena Mae | Wild Rivers Habitat for Humanity | American Planning Association's Design Thinking In Planning | American Association of Municipal Executives
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(2/2) "Prototyping" and "testing" of our communities ideas is designed to serve as a safe space for exploring effective community solutions, policies, and investments amongst community, is step in the design thinking process that is rarely experienced due to the limitations brought about by bureaucracy and the way we have formed democracy. This step in the process has the potential to, indeed, create and promote stronger collaboration and participation, partnership development, capacity building (as mentioned under the "Support capacity building" section), to result in community-driven solutions.

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4 Support capacity building

PAR is not only a research approach, but also a learning process that aims to enhance the skills, knowledge, and agency of the participants and the community. In PAR, capacity building is not a one-way or top-down transfer of expertise, but a two-way or horizontal exchange of experiences and insights. Capacity building can occur at different levels, such as individual, group, organizational, or systemic. To support capacity building, you need to identify and address the learning needs and goals of the participants and the community, both in terms of research and action. You can use methods such as training, mentoring, coaching, or peer support to facilitate learning and empowerment. You can also use outcomes such as publications, reports, presentations, or advocacy to disseminate and apply the learning and action generated by the PAR project.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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John Badovinac, MPA

Assurance Managing Director
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As with any research, but with PAR in particular, the driving force should be the research topic. This creates a community of interest among the various research participants and therefore becomes a bit easier to coordinate.

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How do you address power dynamics and conflicts in participatory action research?

1

2

3

4

5

1 Acknowledge power differences

2 Manage conflicts constructively

3 Adapt to changing situations

4 Support capacity building

5 Here’s what else to consider

Community Outreach

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How do you address power dynamics and conflicts in participatory action research?

1

2

3

4

5

1 Acknowledge power differences

2 Manage conflicts constructively

3 Adapt to changing situations

4 Support capacity building

5 Here’s what else to consider

Community Outreach

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