“Power gaps are inevitable. But relationships built across them, deliberately, ethically, and with humility, can change systems.” – Unknown
The Uneven Terrain of Influence
In Nigeria, as across much of Africa, access, voice and influence are rarely distributed evenly. Whether in government, philanthropy, civil society or the private sector, certain individuals and institutions wield disproportionate power. And yet, progress, social, economic or political, requires collaboration across these gaps.
But how do you build genuine relationships when one party has more resources, status, or control over decision-making? How do you build trust when there is a history of exclusion, marginalisation or manipulation?
This is the central challenge of relational work across power asymmetries. It is one of the most important dynamics I have come to understand in modern leadership, governance, advocacy, and development.
Unpacking Power Asymmetry
Power asymmetries exist when one actor or group has greater access to resources, authority, legitimacy or voice than another in a shared relationship or system.
This can show up in various forms:
- Government vs. citizens
- Donors vs. grantees
- Urban-based NGOs vs. rural communities
- Senior policymakers vs. junior advisors
- Traditional institutions vs. youth-led groups.
Power itself is not inherently negative. The problem arises when power distances are left unacknowledged or unmanaged, making mutual trust, collaboration and accountability nearly impossible.
Why This Matters in the African Context
Power asymmetries are historically, politically and socially embedded in many African countries, including Nigeria. Colonial legacies, military rule, donor dependency, ethnic hierarchies and elite capture have all shaped systems where those who speak and those who decide are often disconnected.
Efforts to drive change, whether through public policy, advocacy, development programmes or social entrepreneurship, often fail because they do not address the relational dynamics that underpin these divides.
“You can’t collaborate meaningfully if the relationship is built on silent coercion.”
– Unknown
Building bridges across power gaps is essential to achieve:
- Equitable development outcomes
- Inclusive governance
- Authentic community engagement
- Trust-based funding and philanthropy
- Sustainable reform coalitions
Typical Forms of Relational Power Gaps (with African Examples)
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Donor–Recipient Dynamics
In many African countries, development is heavily donor-funded. As someone who works in the development space, I have witnessed imbalances in agenda-setting, timelines, and definitions of success.
Example: International NGOs in Northern Nigeria
In Borno and Yobe States, during the height of the Boko Haram crisis, INGO-led programmes often set humanitarian priorities without full participation from local communities or government officials. Many local organisations were treated as sub-contractors, not equal partners.
Today, localisation efforts have improved that dynamic, but much work remains to centre local knowledge and autonomy in donor-funded programmes.
2. Government–Community Relations
Citizens often see public institutions as distant or unaccountable. Government officials, in turn, often view community input as noise or a threat.
Example: Lagos Urban Transport Reform
When Lagos State began restructuring its informal transport sector to introduce BRT lanes and reduce danfo buses, union leaders, riders, and drivers felt shut out of early planning. Protests followed, not because people rejected reform, but because they were not part of its design.
Eventually, it turned out to be one of the most impactful reforms in the state. However, prior power gaps in consultation created resistance that could have been avoided with relational investment.
3. Elites and the Informal Sector
In many African cities, informal workers: traders, artisans, transport workers, and street hawkers, form the backbone of the economy. Yet they are often spoken about, not spoken with.
Example: Market Modernisation in African Cities
Government-led efforts to modernise open-air markets often lead to displacement and marginalisation, especially for women traders. Relationships between market associations and municipal authorities are often marked by mistrust and asymmetry, where dialogue is extractive rather than empowering.
4. Youth–Institutional Engagement
With Africa’s youth population rapidly growing, intergenerational engagement is more important than ever. But power asymmetries here are both cultural and structural. Older leaders hold resources, connections, and platforms. Youth are expected to ‘wait their turn.’
Example: The African Union’s Youth Engagement Strategy
While AU policy has opened new spaces for youth advisors, many young advocates report being treated as symbolic representatives without real influence. Even when invited, youth often lack the relational power to shape agendas or policies.
The Fragility of Power-Asymmetric Relationships
When power asymmetries are not addressed, relational dynamics become fragile. You often encounter:
- Performative Participation: Inviting ‘partners’ to meetings but not to decision-making tables.
- Token Inclusion: Adding a youth or woman to a panel to ‘tick the box’ without giving them meaningful agency.
- Intellectual Dismissal: Assuming elite actors have more knowledge, even when they are less proximate to the problem.
- Emotional Disconnect: Powerful actors remain insulated from the consequences of their decisions on the less powerful.
These dynamics do not just hurt feelings. They break systems. The goal is not to erase power differences, because they often cannot be, but to acknowledge them honestly and design relational practices that build trust, transparency, and shared purpose.
Relational Repair: How to Work Through Power Gaps
1. Name the Asymmetry
Do not pretend everyone is equal when they are not. Acknowledge the gap with humility: “We know we hold more resources, but we want to work in a way that balances this dynamic.” Naming the asymmetry allows both sides to build trust from a place of honesty, not denial.
2. Design for Listening, Not Just Reporting
Create spaces where less powerful actors can speak freely, without surveillance, pressure, or preconditions. Use methods like: Anonymous storytelling, Community-led town halls, Translation and language inclusion or One-on-one ‘quiet interviews.’
Example: UNICEF Nigeria’s U-Report allows young people to anonymously share views via SMS, removing some barriers of formality and fear. It is one step toward asymmetric listening.
3. Practice Relational Transparency
It is not enough to publish reports. Be open about:
- How decisions were made
- What feedback was used
- Where compromises happened
- What power dynamics shaped the outcome
Relational transparency is different from procedural compliance. It says: “We owe you honesty about the process, not just the result.”
A More Honest Table
To build policy, social progress, or development that lasts, we must build relationships that are honest about power, generous with trust, and rooted in shared accountability.
Power will always exist, but it does not have to dictate the tone of the relationship. It can be acknowledged, redistributed, and softened through care, humility, and design.
Because in the end, the strength of any system is measured not by how loudly the most powerful speak, but by how clearly the least heard are finally listened to.
***Written by Aramide Abe.
Aramide Abe is a networking expert and a professional in international development. She is the convener of an African business leader network – Naija Startups. Follow arams on Twitter, Website – www.aramide.ng
