Volunteer teams are unique environments. They are often composed of passionate individuals driven by a shared vision to contribute positively to a cause. Unlike paid staff, volunteers are motivated intrinsically, leading to a culture grounded more in values and emotion than in contractual obligation. However, within this seemingly egalitarian structure can lie complex, often hidden, power dynamics that, if unaddressed, sow discord and diminish the overall effectiveness of the group.
Power dynamics refer to the way authority, influence and control are distributed and exercised within any human group. In workplace contexts, these are often more explicit; job titles, hierarchies and reporting lines make it easy to identify who holds power. In volunteer settings, these dynamics are masked behind friendly interactions and informal roles, making them difficult to detect, let alone address.
Yet unresolved tensions and unspoken struggles for influence can quietly erode group cohesion. Volunteers may feel unheard, sidelined or frustrated when decisions seem to be made by a select few, even in the absence of an official hierarchy. Others may dominate through charisma, deep institutional knowledge, or close relationships with leadership. Without a formal structure to fall back on, the need for clear, fair and transparent conflict resolution becomes all the more pressing.
The Role of Mediation in Navigating Invisible Hierarchies
To confront these subtle forces, mediation offers a powerful and empathetic approach. At its core, mediation is a facilitated conversation between parties in conflict, guided by an impartial third party – the mediator – whose role is to support open dialogue and help individuals explore their experience of the situation.
In volunteer settings, mediation’s real strength lies in how it creates space for vulnerability and reflection. Hidden power dynamics rarely erupt into overt disputes; instead, they manifest as discomfort, compliance without engagement, passive resistance or emotional withdrawal. These signs might be misinterpreted as disengagement or laziness, but they are often expressions of unmet needs or feelings of marginalisation.
Mediation provides a structured way to surface these impressions in a non-judgemental setting. The mediative process encourages those involved to speak openly about the impacts of behaviours, rather than assigning blame. It legitimises emotional responses, drawing attention to how actions – even when well-intentioned – can lead to adverse group dynamics. This not only helps resolve the immediate tension but also fosters a culture of continuous learning and awareness.
Consent, Confidentiality and Voluntariness
When proposing mediation as a resolution mechanism, it’s crucial to uphold three foundational principles: consent, confidentiality, and voluntariness. All parties must willingly engage in the process, understanding that mediation is not a tribunal nor a stage for public shaming. Confidentiality ensures that people can be honest without fear of retaliation or gossip, fostering trust and safety.
Facilitators, whether internal or external to the organisation, must be carefully briefed on the nuances of the group’s history and culture. While remaining neutral, they require an acute sensitivity to the values and power narratives that have shaped the team’s current climate.
Equally critical is preparation. Mediators should conduct preliminary one-on-one sessions with participants to understand their perspectives, boundaries and desired outcomes. This allows the facilitator to discern patterns in narratives and identify possible underlying power imbalances that might not be acknowledged publicly. Often, those feeling the most disempowered will initially claim everything is fine, out of fear of appearing combative or creating tension. Gentle, empathetic probing and the establishment of psychological safety can bring hidden issues into the light.
Unmasking Types of Informal Power
Power, even in volunteer settings, can take many forms. Recognising these variations is essential to tackling conflict constructively. Informal power might stem from tenure; individuals who have been in the organisation longer often accumulate respect, influence and a sense of ownership. Their perspectives may be prioritised, sometimes unconsciously, by others who are newer or less confident.
Social capital is another form, playing a significant role in shaping group dynamics. Those who command friendships or social charisma can exercise disproportionate influence in decision-making or group sentiment, particularly when informal gatherings and side conversations reinforce certain perspectives.
Expertise also generates power. Volunteers with specific skills or experience related to the group’s mission may find their opinions weighted more heavily. While this can be positive, over-reliance on ‘experts’ can silence creative, divergent viewpoints and devalue learning-in-progress.
Finally, proximity to leadership – such as friendships with coordinators or founding members – can inadvertently create an inner circle whose input carries more weight. Others outside this core may feel alienated even when no explicit exclusion exists.
Mediation helps bring attention to these mechanisms. In structured discussions, participants are gently invited to reflect on how decisions are perceived and made. Questions such as “Whose voice carries the most weight in meetings?” or “Have you ever felt a hesitation in challenging an idea?” can illuminate unspoken dynamics. Rather than framing this as wrongdoing, mediation situates these realities within the broader context of human behaviour – a critical step towards resolution.
When Surface Harmony Masks Inner Turmoil
Volunteer groups often pride themselves on their idealism and team spirit. Open conflict may be seen as antithetical to the group’s ethos, and as such, disagreements can be swept under the rug in the name of harmony. But surface-level cooperation often conceals deeper tensions.
These silent turmoils are especially difficult to address because they don’t present as direct clashes but rather as low participation, resentment, or a revolving door of volunteers. When individuals feel unheard or see their efforts overshadowed by dominant voices, they gradually disengage. The group loses valuable contributors not due to disinterest, but due to an unsafe emotional climate.
Mediation acknowledges that conflict is not a threat to harmony but a gateway to deeper connection. Through honest dialogue, volunteers can air frustrations without fear of retribution and understand where their colleagues are coming from. This humanises all parties and opens a path towards empathy.
An effective mediator will also help the team examine its decision-making processes. Are meetings accessible and inclusive? Do some voices dominate? Is feedback sought and incorporated constructively? Mediative sessions often highlight the need for procedural reform rather than personal blame – shifting the focus from individuals to systems.
Training Teams in Conflict Literacy
While one-off mediations can be transformative, embedding conflict literacy within the team’s culture offers longer-term benefits. Conflict literacy involves understanding the emotional and relational dimensions of disagreement and being equipped with the language and tools to navigate them constructively.
Training sessions on active listening, giving and receiving feedback, and recognising unconscious bias can help volunteers feel more confident in communicating concerns. These competencies power not just difficult conversations but everyday interactions, making it less likely for tensions to fester unnoticed.
Leaders – whether formal or informal – play a pivotal role here. Their openness to criticism and commitment to transparency set the tone for the rest of the team. It must be clear that bringing forward issues is not a sign of disloyalty but of care for the shared mission.
Moreover, adopting regular norm-setting discussions can proactively address potential conflicts before they escalate. Asking teams to define shared values, expectations and decision-making protocols creates a communal sense of ownership over the group’s functioning. This reduces the chances that individuals will resort to informal power seeking to get their way.
A Case for Holistic Resolution
One of the most profound affects mediation can have is helping a group transition from reactive to reflective functioning. Rather than simply managing crises, teams can use mediation as a lens to examine the deeper patterns underlying their operations.
This, however, requires humility and curiosity. Volunteers, by nature, are values-driven, but this can sometimes make it harder to acknowledge issues within the group. The idea that “we’re all here for a good cause” can become a shield from self-examination. Mediation gently disrupts that narrative by showing that good intentions don’t guarantee good outcomes. It invites teams to align their internal culture with the very principles they advocate to the outside world – fairness, respect, inclusion.
Practically speaking, this might mean revising onboarding practices to ensure transparency around how decisions are made. It might include setting up peer-support systems or designating safe contacts for volunteers to raise concerns informally. Creating a culture of appreciation and valuing all contributions – regardless of visibility – goes a long way in neutralising imbalanced power dynamics.
Reimagining Power as Shared and Dynamic
Ultimately, the goal is not to eliminate power in volunteer teams – after all, influence and leadership are necessary for any group to function. Rather, it is to make power more visible, more accountable, and more equitably distributed.
Mediation serves not just as a tool for resolving past tensions but as a catalyst for reimagining how teams relate to power and to each other. It provides a rehearsal space for the kind of communication needed to sustain collective action. It teaches humility, empathy and the courage to confront discomfort for the sake of genuine connection.
In volunteer settings, where emotional investment runs high and formal authority is limited, these qualities are not just beneficial – they are essential. Consciously cultivating a culture where mediation is not a last resort, but a regular practice, fosters resilient, inclusive teams capable of not only surviving conflict but thriving because of the deeper trust it births.
