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Purpose <p>This study examines organizational racial power dynamics through a case study of the interactions between a Diversity, Equity, and Inclusion (DEI) Committee and the Board of Directors at an organization specializing in health care practitioner training. We explore how power—defined as control over resources by certain individuals while others lack such control—can be utilized constructively or destructively. Understanding the hoarding of power to maintain hierarchies, rather than fostering equitable systems, is crucial for driving proactive organizational change.</p> Design <p>Employing a case study methodology, we analyze the division of power within an organization and elucidate behaviors that led to the concentration of power, highlighting its detrimental use. We also examine how organizational leadership systematically undermined the DEI Committee’s efforts to establish an accountable, transparently governed organization committed to justice, equity, diversity, and inclusion.</p> Findings <p>Our analysis reveals that when existing power structures are threatened, they adapt to defend their dominance, often at the expense of the organization’s mission. A failure to integrate DEI principles resulted in the loss of relationships with field experts and inflicted harm on its members, ultimately leading to the organization’s collapse. Harm included symptoms of racial stress and trauma in racialized board members. In addition to exposing governance failures, this study illuminates the psychological and racial trauma experienced by affected members, linking structural exclusion to cumulative harm. This analysis is contextualized within current events, where similar patterns of dismantling equity-focused initiatives are observed at national levels.</p> Originality <p>This paper offers a unique and timely perspective on advancing organizational equity, particularly relevant for diversity consultants tasked with analyzing and resolving problematic organizational dynamics. We provide guidelines for distinguishing between appropriate Board governance and detrimental power hoarding, contributing to the broader discourse on fostering equitable organizational practice.</p>

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From inclusion to control: structural racism in medical organization governance

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年6月19日

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  • Sonya C. Faber,
  • Robyn Wong-Lee,
  • Daniel Zalewa,
  • NiCole T. Buchanan,
  • Diana Quinn,
  • Monnica T. Williams

摘要

Purpose

This study examines organizational racial power dynamics through a case study of the interactions between a Diversity, Equity, and Inclusion (DEI) Committee and the Board of Directors at an organization specializing in health care practitioner training. We explore how power—defined as control over resources by certain individuals while others lack such control—can be utilized constructively or destructively. Understanding the hoarding of power to maintain hierarchies, rather than fostering equitable systems, is crucial for driving proactive organizational change.

Design

Employing a case study methodology, we analyze the division of power within an organization and elucidate behaviors that led to the concentration of power, highlighting its detrimental use. We also examine how organizational leadership systematically undermined the DEI Committee’s efforts to establish an accountable, transparently governed organization committed to justice, equity, diversity, and inclusion.

Findings

Our analysis reveals that when existing power structures are threatened, they adapt to defend their dominance, often at the expense of the organization’s mission. A failure to integrate DEI principles resulted in the loss of relationships with field experts and inflicted harm on its members, ultimately leading to the organization’s collapse. Harm included symptoms of racial stress and trauma in racialized board members. In addition to exposing governance failures, this study illuminates the psychological and racial trauma experienced by affected members, linking structural exclusion to cumulative harm. This analysis is contextualized within current events, where similar patterns of dismantling equity-focused initiatives are observed at national levels.

Originality

This paper offers a unique and timely perspective on advancing organizational equity, particularly relevant for diversity consultants tasked with analyzing and resolving problematic organizational dynamics. We provide guidelines for distinguishing between appropriate Board governance and detrimental power hoarding, contributing to the broader discourse on fostering equitable organizational practice.