Silent power structures

In every organisation, there's an official hierarchy displayed on org charts, outlined in job descriptions, and reflected in titles. But beneath this visible structure lies another system entirely: the silent power structures that truly determine who influences decisions, whose opinions matter, and who gets ahead. These informal networks of influence operate in the shadows, shaping workplace dynamics in ways that formal structures never could. And for many employees, navigating these unspoken hierarchies is the real key to career success.

But what does this mean for HR teams? Silent power structures are the informal systems of influence and authority that exist parallel to official organisational hierarchies. They determine access to opportunities, information, and decision-makers in ways that formal policies and procedures cannot control. For HR leaders, understanding and addressing these hidden dynamics is essential for building truly equitable, transparent organisations where talent and merit drive advancement.

What are silent power structures in the workplace?

Silent power structures are the informal networks, relationships, and unwritten rules that govern how real influence and authority operate within organisations. Unlike official hierarchies, these structures are rarely acknowledged but profoundly shape workplace experiences.

• Informal influence networks: Certain individuals wield significant influence despite modest job titles, while others with impressive titles hold little real power. These influence networks determine whose ideas get implemented and whose concerns get heard.
• Access gatekeeping: Power often resides with those who control access to leaders, information, or resources. Executive assistants, project managers, and long-tenured employees may hold more practical power than their positions suggest because they control critical access points.
• Social capital hierarchies: Workplace power frequently follows social connections rather than competence. Those who share backgrounds, interests, or social circles with decision-makers gain advantages that have nothing to do with their professional capabilities.

How do silent power structures form in organisations?

Silent power structures aren't deliberately designed; they emerge organically from human nature and organisational dynamics. Understanding why they form is the first step toward addressing them.

• Natural relationship formation: People naturally gravitate toward those they relate to, creating insider groups that accumulate informal power. These connections develop through shared experiences, common interests, or simply proximity and frequent interaction.
• Information asymmetry: Knowledge is power, and those with early or exclusive access to information gain influence. Silent power structures often revolve around who knows what, when, and who controls information flow throughout the organisation.
• Historical precedent and legacy systems: Long-standing employees who've survived multiple reorganisations often hold institutional power that transcends their formal roles. They know how things really work, making them indispensable regardless of title.

What signals indicate silent power structures are operating?

HR teams need to recognise the warning signs that informal hierarchies are shaping outcomes more than formal processes and policies.

• Decisions made before meetings: When important discussions happen in pre-meetings or informal conversations, and formal meetings are just theatre, silent power structures are at work. Real decisions occur in spaces not everyone can access.
• Consistent patterns in opportunities: If promotions, high-visibility projects, and development opportunities consistently go to the same demographic groups or social circles, silent power structures are likely determining allocation rather than meritocratic processes.
• The "old boys' club" phenomenon: References to having to know the right people, get face time with leaders, or be ‘in the loop’ all signal that informal networks matter more than formal pathways for career advancement.

How can HR map and understand existing power structures?

Before addressing silent power structures, HR must first make them visible through systematic investigation and analysis.

• Conduct network analysis: Use organisational network analysis tools to map communication patterns, collaboration relationships, and information flows. These visualisations reveal who truly holds influence versus who holds formal authority.
• Analyse decision-making patterns: Track who participates in key decisions, whose input shapes outcomes, and who gets consulted versus informed. Patterns will reveal where real power resides beyond what org charts suggest.
• Gather qualitative insights: Anonymous surveys and confidential interviews can surface perceptions about informal power dynamics. Employees often know exactly who holds real influence, even if they've never articulated it formally.

What strategies can disrupt harmful power structures?

Once silent power structures are visible, HR can implement targeted interventions to disrupt harmful dynamics and create more equitable systems.

• Formalise informal processes: Make explicit the processes that currently operate informally. Create transparent systems for project assignments, sponsorship, mentorship, and access to leadership that don't rely on knowing the right people.
• Diversify decision-making spaces: Intentionally include diverse voices in rooms where decisions happen. Rotate who attends strategy meetings, planning sessions, and informal leadership gatherings to break up homogeneous networks.
• Create alternative power pathways: Establish formal channels for influence that bypass traditional networks. Employee resource groups, innovation committees, and cross-functional task forces can provide legitimate power bases for those excluded from informal structures.

What challenges will HR face in disrupting power structures?

Challenging silent power structures threatens those who benefit from them, creating resistance that HR teams must navigate carefully.

• Resistance from power holders: Those who've benefited from informal networks won't easily surrender their advantages. Expect pushback framed as concerns about ‘culture fit’ and ‘chemistry.’
• Fear of losing organisational knowledge: Some will argue that informal networks are how organisations actually function and that disrupting them risks losing institutional knowledge and efficiency. HR must distinguish between useful informal coordination and exclusionary power dynamics.
• Difficulty maintaining momentum: Disrupting power structures requires sustained effort over the years. Maintaining focus and commitment when results come slowly is one of the greatest challenges for HR in this work.

Conclusion

Silent power structures are the hidden operating systems running beneath your organisation's surface, shaping who succeeds, whose voice matters, and how decisions really get made. For HR leaders, pretending these informal hierarchies don't exist or hoping they'll resolve themselves is no longer acceptable.

By making silent power structures visible, disrupting harmful dynamics, and creating transparent alternatives, HR can transform organisations where success depends on knowing the right people into meritocracies where talent and contribution drive advancement. This work is challenging and will encounter resistance, but it's essential for creating workplaces that deliver on the promises of equity and inclusion.