Naming the Barriers: Why Shifting the Power in the Social Impact Sector is so Difficult
The call to “Shift the Power” has resonated across the nonprofit and social impact sector, urging a re-evaluation of the entrenched power dynamics between the so-called Global North and Global South. Yet, while the intention is clear, the path forward is fraught with challenges. Here, we delve into the complexities and barriers that make this shift so difficult to achieve, drawing from recent discussions among sector leaders who were part of the Shift the Power Action Lab through our 2024 Leadership Programme.
Understanding the Call to Shift the Power
At its core, “Shift the Power” is a demand for a more equitable distribution of resources, decision-making authority, and influence. It calls for a shift from a donor-recipient relationship, often dominated by Global North entities, to one of genuine partnership and collaboration. However, this shift is not just about reallocating funds or changing governance structures; it is about redefining the very fabric of how we understand and engage in social change.
“We need to change the mindset of how development is viewed from a Northern perspective. It’s not about giving up control but about recognising that local partners often know best what their communities need. The challenge is to make this shift at a cultural and organisational level.”
Ashika Gunasena, CEO, Chrysalis
The Problem of Definition
One of the most significant challenges is that even defining what it means to shift the power is complex. For some, it is about transferring financial control. For others, it is about shifting narrative power or decision-making authority. This multiplicity of meanings can dilute the effectiveness of the movement, making it difficult to build a cohesive strategy. For organisations like Chrysalis, which works to empower marginalised groups in Sri Lanka, the challenge is twofold: shifting power within the global context and addressing local power imbalances that further entrench inequality.
“It’s about moving beyond tokenism and really empowering these communities to drive the change they want to see. We need to highlight the importance of local leadership in shaping the development agenda.”
Ashika Gunasena, CEO, Chrysalis
Beyond the problem of definition, there is an even deeper fundamental flaw in the use of “Shift the Power” as a guiding phrase, subtly suggesting the Global South currently has no power and therefore power needs to be shifted into this vacuum. This inherently undervalues and even ignores the power that already exists everywhere in the ecosystem.
Embedded Structures of Power
The social impact sector is not immune to the global power structures that influence all areas of society. These structures are deeply embedded in how organisations are funded, how priorities are set, and even in the language used to describe social issues. Northern institutions often dictate the terms of engagement, leaving little room for authentic local leadership. Even when funding models are adjusted to give more autonomy to Southern partners, the cultural dominance of Northern institutions persists, perpetuating a form of neo-colonialism that stifles true innovation and ownership.
“Even when funding structures change, the mindset and cultural dominance of Northern institutions often persist. We need to develop frameworks that challenge these norms and support a shift towards real partnership.”
Ashika Gunasena, CEO, Chrysalis
The Mindset Barrier
Changing power dynamics is not just about structural adjustments; it requires a fundamental shift in mindset. Even the most well-intentioned Northern donors often struggle to let go of control. There is a pervasive paternalism that underlies many funding relationships, where trust is conditional, and autonomy is limited. This can be aptly described as a “mindset barrier” — one that is harder to dismantle than any policy or structural obstacle. Until the sector collectively addresses this mindset, efforts to shift power will remain superficial.
“It’s not about just talking about shifting power; it’s about changing the underlying attitudes that keep control in the hands of a few. Without addressing these mindset issues, our efforts will only scratch the surface.”
Steve Njenga, Founder and CEO, MoFund Africa
Naming the Barriers
What prevents us from making progress on this issue? Discussions in the Shift the Power Action Lab identified several entrenched barriers:
- Financial Dependency: Many Global South organisations are heavily reliant on Northern funding, which limits their ability to set their own agendas.
- Narrative Control: Northern entities often control the narratives around social issues, which can marginalise local voices and perspectives.
- Accountability Mechanisms: Donor-driven accountability can undermine local initiatives and prioritise compliance over innovation.
- Undermining of Local Actor Capacities: While true in some cases, limited capacities of local actors are often generalised and assumed to be inherent.
Naming these barriers is not about assigning blame but about recognising the structural and cultural factors that inhibit change. Acknowledging these challenges is the first step toward any meaningful progress.
What Can We Do?
To translate these discussions into action, the Shift the Power Action Lab have identified some key initiatives:
- Develop and Implement Frameworks
- Racial Justice Framework: Look at addressing systemic issues through a structured approach. This framework can help guide our efforts in shifting power dynamics by providing a clear, actionable path for organisations to follow.
- Language Framework: We need to change the language used in the sector to eliminate paternalistic terms and adopt a vocabulary that empowers local leadership.
“Our goal is to shift away from the paternalistic language that often dominates discussions and to adopt terms that empower and validate local leadership”
Julien Kanyonga, Founder & Executive Director, Raise Chess Academy
- Engage and Empower Local Voices
- Grassroots Involvement: Moving beyond token consultation to genuine empowerment, where local communities lead the change they want to see.
“We’re actively engaging with women’s groups in the tea plantations, not just to consult but to ensure they are leading the initiatives.”
Ashika Gunasena, CEO, Chrysalis
- Formal Engagement Strategies: Establishing regular, structured engagements with local leaders as a way to ensure consistent and meaningful involvement. This would involve regular meetings, joint planning sessions, and shared decision-making.
- Leverage Advocacy Platforms
- Utilising Existing Platforms: Blogs, conferences, and social media are all powerful mediums through which to advocate for these changes.
“It’s not enough to discuss these issues internally; we have to bring them to the wider sector and push for systemic change.”
Julien Kanyonga, Founder & Executive Director, Raise Chess Academy
- Concrete Actions at the Grassroots Level
- Pilot Projects: Implementing pilot projects that prioritise local leadership and autonomy in decision-making, such as leadership training and financial literacy programmes.
- Tracking Existing Projects: We should also capture the change that has already happened or is ongoing.
The Way Forward
While the ultimate goal of shifting power is ambitious, the path forward must begin with honest, open dialogue. It requires a willingness to confront uncomfortable truths about privilege, control, and the role that all actors — donors, NGOs, and community leaders — play in maintaining the status quo. It is not enough to tweak funding models or adjust governance structures; we must also challenge the deeper assumptions and biases that shape the sector.
Conclusion
“Shift the Power” is more than just a slogan; it is a call to fundamentally reimagine how we engage in social change. The barriers are significant, and progress will be slow. But by naming these challenges and committing to ongoing dialogue, we can begin to lay the groundwork for a more just and equitable sector. Only by acknowledging and addressing these barriers can we hope to make the shift from rhetoric to reality.
“It is not necessarily about finding immediate solutions but about being willing to ask the hard questions and to sit with the discomfort that comes from confronting our own complicity in these dynamics.”
Ashika Gunasena, CEO, Chrysalis
We will soon be launching registrations for the 2025 Leadership Programme. If you are interested in joining this transformative journey of collaboration and action, please reach out and we will be in touch.