Turning Opposition into Opportunity: Addressing EDI Pushback in the Workplace
During a recent focus group, I noticed a man sitting with his arms crossed, leaning back in his chair. He looked angry, no doubt about it. As an EDI (equity, diversity, and inclusion) consultant, educator, and facilitator, I'm used to encountering resistance and skepticism when I begin my sessions, but it's not often I come across someone who is so openly angry.
Focus groups, in general, are essential for understanding different perspectives on EDI. They provide a platform for honest discussion and can reveal deep-seated attitudes and beliefs that might not surface in other settings. In my experience, these sessions can be eye-opening, both for participants and for facilitators like myself.
As I began introducing high-level EDI concepts, the conversation started to flow. People asked thoughtful questions and shared their perspectives. Yet, this man remained silent. When he finally spoke, it was rather out of the blue to firmly declare his refusal to acknowledge someone's gender identity if it differed from what he believed, and he expressed disgust for the use of preferred pronouns. He cited Adam and Eve as justification. He then went on to challenge whether EDI in the workplace was really necessary, as things were operating “just fine.”
While his refusal to even consider a more inclusive vocabulary (let alone additional changes to enhance EDI in the workplace) was disappointing, we know that not everyone is on board with the changes toward more diversity and inclusion. That's not surprising. Our job as EDI experts and people leaders is to build an inclusive strategy and provide education, tools, and resources to help dispel fears and misconceptions around EDI and make the workplace a safe space for everyone - even those who may initially be firmly against EDI principles.
Resistance to change
Resistance to change is natural. People don't like switching their coffee creamer, let alone changing the beliefs and attitudes they've held for years. But more than that, non-marginalized people want to know why they should bother making changes in the workplace when things have been going well for them so far. They need an answer to "What's in it for me?" When organizations ask their employees to make changes, especially when it comes to EDI, they need to ensure there is transparent and honest communication behind the why.
But it's crucial to understand why this resistance exists and explore tools to help us push through resistance.
So, why do some people have such a strong aversion to positive change in the workplace?
Organizational Justice and EDI
Organizational justice refers to employees' perceptions of fairness in the workplace. This includes fair treatment, equitable resource distribution, and transparent decision-making processes. Because it's based on employees' perceptions and experiences, it's often subjective.
Organizational justice plays a critical role in EDI because perceived injustice can fuel resistance to diversity initiatives. When employees believe that decisions are made fairly and that everyone has an equal opportunity, they are more likely to support EDI efforts. However, simply citing "fair treatment" as the reason behind organizational changes may not be enough for non-marginalized individuals.
While people may feel "fair treatment" is a great goal, employee resistance or pushback is often because these changes may mean providing more/unique resources or finding ways to open opportunities to groups that have historically been neglected. Non-marginalized employees may feel this is unequal and accuse the organization of "reverse discrimination," however, this perception overlooks the reality of equity, which aims to level the playing field by addressing historical disadvantages.
Challenging Norms and Traditions
People resist change because norms are predictable and familiar, even if they are oppressive. Changing these norms creates uncertainty, which can be unnerving. However, "new norms" become familiar with time.
When we elevate the workplace culture to align with EDI efforts, we are often challenging the "old" way of thinking and doing business, and directly challenging years of inequitable traditions. This may create a sense of culture shock for some employees until EDI efforts become the "new norm."
Additional Insight:
Organizations that successfully transition to new norms often do so by creating a clear and compelling vision for the future. This includes setting clear expectations, providing ongoing support and training, and celebrating early adopters and successes.Data from Deloitte shows that companies with inclusive cultures are six times more likely to be innovative and agile.
Personal Values and Beliefs
EDI often challenges limiting and exclusionary personal values and beliefs. Cultural and societal influences shape our values and beliefs from a young age. Having these beliefs challenged can be a daunting and uncomfortable process. However, it's through this discomfort that we grow and evolve.
Like the man in the focus group, someone who doesn't "believe" in using a person's preferred pronouns may object in the name of religion, which is inherently a personal belief. But this discomfort and seeing beyond our current experience is essential for personal growth and societal cohesion. It prompts us to examine why we feel unsettled and to understand the underlying reasons. Rather than shutting down, we need to sit with this discomfort, explore its roots and understand any potentially negative impacts. We need to recognize, however, that some may take longer to move through their discomfort, and we need to provide time and space for this learning.
Additional Insight:
Strategies for people looking to examine and challenge their own biases include self-reflection, seeking out diverse perspectives, and engaging in continuous learning. Success stories from individuals who have navigated this discomfort can also provide powerful inspiration. For instance, there are people who initially resisted EDI efforts and have become some of their strongest advocates after taking the time to understand and reflect on their biases.
FEAR
Change can be scary both for the people it helps and those who struggle to see its benefits. EDI "opponents" are most often those who hold significant power in society and fear losing their status, power, or identity—more specifically, these are people who identify with all or many of the following labels: cis, heterosexual, able-bodied, white and male. They may also fear the discomfort of facing their own biases and power and changing their behaviour to be more inclusive.
This fear can manifest in varying ways in the workplace. Some employees may become visibly anxious, while others might exhibit defensive behaviours or outright refusal to engage in discussions about EDI (such as the man I mentioned at the beginning of this article). This fear often stems from a fear of the unknown and the discomfort associated with change.
Additional Insight:
A Harvard Business Review article explains why change is so difficult. "When a change is first proposed, most people immediately want to know three things: what does this change mean to me, why is it happening, and what will it look like when the change has been made?"
Once we have the answers to our immediate questions and evaluate the level of risk and difficulty associated with the change, we then need to shift our mindsets. Change is only accepted once someone's mindset of "this change is going to be difficult, costly, and weird" is reframed to "this change could be easy, rewarding, and normal." Only then are the perceived rewards of making the change outweigh the costs and change can be implemented.
So, What do we do?
Resistance can look like anger and defiance, where people overtly refuse to engage with EDI initiatives. It can also manifest as resentment toward the marginalized groups EDI aims to support, potentially leading to outwardly hostile behaviour. Alternatively, resistance can look like silence and withdrawal.
Understanding the different ways resistance can manifest is crucial for addressing it effectively. Anger and defiance are the most visible forms, but silence and withdrawal can be just as damaging as they indicate a lack of engagement and support and undermine an organization's EDI efforts as a whole.
Addressing Resistance
While resistance might be expected, it's not an excuse to reject EDI in the workplace. It's important for organizational leaders to do everything in their power to guide employees toward acceptance. This could include:
Ensuring EDI strategies are comprehensive and focus on various aspects of identity (that extend beyond ethnicity and gender) so all employees can envision the strategy applying to their circumstances and identities
Creating safe spaces for dialogue - even for the resistors
Promoting education and awareness
Building the capacity in leaders to be empathetic, listen, validate feelings, build trust, and facilitate constructive conversations about EDI
Building a network of allies and champions to emphasize the importance and value of EDI
Most importantly, organizations need to allow time for effective change management. Immediately implementing performance measures to force compliance will only further alienate resistors. Newly implemented EDI policies and practices sometimes go against what people have been raised to believe, so allowing them the grace to evolve is paramount. If, after a comprehensive change management strategy has been executed to effectively manage the changes, and resistors are still not on board with a more inclusive workplace, then leaders will need to make decisions about the resistors' future at the organization and determine what behaviours will be rewarded vs managed.
Ultimately, people will make their own decisions; some may leave if they don't align with the organization's EDI values. But the reality is, we want people who understand the importance of, and are committed to, EDI , as this alignment is crucial for creating thriving workplaces.
