Karren Knowlton , Andrew M. Carton , Adam M. Grant
{"title":"寻求帮助:为什么最强大的盟友最容易受挫——以及他们何时发挥了自己的潜力","authors":"Karren Knowlton , Andrew M. Carton , Adam M. Grant","doi":"10.1016/j.riob.2022.100180","DOIUrl":null,"url":null,"abstract":"<div><p>Members of dominant groups can play a critical role as allies to members of marginalized groups in creating more diverse, equitable, and inclusive workplaces. However, a growing body of evidence suggests that aspiring allies often fail to advance equity and may sometimes even amplify inequity. To shed light on the causes of—and cures for—ineffective allyship, we apply a relational lens, integrating theories of power, trust, and humility. We propose that power creates a paradox, offering opportunities for allies to help but also creating obstacles to their trustworthiness in the eyes of marginalized group members. We examine how allies can overcome the power paradox and establish trustworthiness through behavioral humility, elevating others’ personal power to most effectively share their positional power. This relational approach sheds light on when and why attempted allyship may elicit backlash, and how allies can translate good intentions into supportive actions.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"4","resultStr":"{\"title\":\"Help (Un)wanted: Why the most powerful allies are the most likely to stumble — and when they fulfill their potential\",\"authors\":\"Karren Knowlton , Andrew M. Carton , Adam M. Grant\",\"doi\":\"10.1016/j.riob.2022.100180\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>Members of dominant groups can play a critical role as allies to members of marginalized groups in creating more diverse, equitable, and inclusive workplaces. However, a growing body of evidence suggests that aspiring allies often fail to advance equity and may sometimes even amplify inequity. To shed light on the causes of—and cures for—ineffective allyship, we apply a relational lens, integrating theories of power, trust, and humility. We propose that power creates a paradox, offering opportunities for allies to help but also creating obstacles to their trustworthiness in the eyes of marginalized group members. We examine how allies can overcome the power paradox and establish trustworthiness through behavioral humility, elevating others’ personal power to most effectively share their positional power. This relational approach sheds light on when and why attempted allyship may elicit backlash, and how allies can translate good intentions into supportive actions.</p></div>\",\"PeriodicalId\":56178,\"journal\":{\"name\":\"Research in Organizational Behavior\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2022-12-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"4\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Research in Organizational Behavior\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0191308522000260\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Research in Organizational Behavior","FirstCategoryId":"1085","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0191308522000260","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Help (Un)wanted: Why the most powerful allies are the most likely to stumble — and when they fulfill their potential
Members of dominant groups can play a critical role as allies to members of marginalized groups in creating more diverse, equitable, and inclusive workplaces. However, a growing body of evidence suggests that aspiring allies often fail to advance equity and may sometimes even amplify inequity. To shed light on the causes of—and cures for—ineffective allyship, we apply a relational lens, integrating theories of power, trust, and humility. We propose that power creates a paradox, offering opportunities for allies to help but also creating obstacles to their trustworthiness in the eyes of marginalized group members. We examine how allies can overcome the power paradox and establish trustworthiness through behavioral humility, elevating others’ personal power to most effectively share their positional power. This relational approach sheds light on when and why attempted allyship may elicit backlash, and how allies can translate good intentions into supportive actions.
期刊介绍:
Research in Organizational Behavior publishes commissioned papers only, spanning several levels of analysis, and ranging from studies of individuals to groups to organizations and their environments. The topics encompassed are likewise diverse, covering issues from individual emotion and cognition to social movements and networks. Cutting across this diversity, however, is a rather consistent quality of presentation. Being both thorough and thoughtful, Research in Organizational Behavior is commissioned pieces provide substantial contributions to research on organizations. Many have received rewards for their level of scholarship and many have become classics in the field of organizational research.