I newly learned about a concept and found it interesting enough to share, the power dead-even rule. The power dead-even rule is a term coined originally by Dr. Pat Heim to convey how women professionals tend to aim for equal ranking in business, and when a woman deviates from this equality by increasing her status, she is excluded, negatively discussed, and shunned by other women. This is an often subconscious process that lacks self-awareness. When I first read about the term it was referenced in a social scenario, so I believe this term has extended beyond a professional setting. However, the concept is still the same. Dr. Heim thought that this theory applied more to women because of how gender roles affect social norms. Men and women are socialized differently. However, I would like to include everyone in this scope.
Fun fact: I originally wanted to get an advanced degree in Industrial-Organizational (I/O) psychology and have spent countless hours reading articles on how psychology ties into the workplace, in my younger life. One of the first things that came to mind when understanding the power dead-even rule is the three basic psychological needs: autonomy, competence, and relatedness. Autonomy focuses on the importance of relying on self-governance and voluntary choices to complete tasks. Competence focuses on feeling like you are capable and proficient at completing tasks. Relatedness focuses on feeling connected and linked to others through human interaction. Similar to the physiological needs of satiating hunger and thirst, it’s theorized that these needs are essential to well-being and motivation.
I can’t say that I’ve personally experienced the power dead-even rule in the workplace. Still, if the three basic psychological needs are essential to well-being then I can understand how it is a reportable theme. It’s almost like a sense of survival is kicking in. If someone we partner closely with has increased their status and livelihood then that invokes a feeling of “What about me?” We desire to be autonomous but there was a difference in decision making that landed someone else the status increase. Our level of competence would be threatened because we desire a mastery that has been awarded to someone else. It also affects our feelings of relatedness because we tend to socialize with those who have things in common. If someone has been awarded an increase in status, then their lifestyle and mindset are more than likely to shift. An intern doesn’t have the same status as a senior director. Adjustments are made throughout the process of career development that make the two more difficult to relate.
Moment of truth: I value culture, diversity, partnership, and acceptance at work, so experiencing the power dead-even rule would probably prompt me to find a new employer. What’s for you can never be against you, so being mindful helps counteract this behavior. I say it all the time, but everyone has their own path. I also think an alternative to this theory is being supportive and lending a helping hand when possible. If you’ve given it all that you’ve got then the rest is out of your control. Someone else’s accomplishments don’t negate yours, so accept the outcome and mutate. What good is it to be the most accomplished in the room anyway? Change rooms!!!
Reflection Points:
- Which of the three psychological needs is the most important to you?
- Does your workplace curate a culture that enforces teamwork making the dream work?