When Safe Spaces Are Misunderstood
Before I founded Soulwork Alliance a few years ago, I found myself in the final round of interviews for an Equity, Diversity and Inclusion (EDI) lead role at a well-known organization. I was excited about the position—an opportunity to lead meaningful change and foster an inclusive environment. Things were going well during the interview until a question caught me off guard: "What experience do you have in disbanding or reducing an ERG?"
The question stopped me in my tracks. Disbanding an Employee Resource Group (ERG)? I had never encountered a scenario where disbanding such a group was necessary. I asked for more context, and the interviewer explained that this would likely be my first task in the role, as one of the ERGs had grown too large and was deemed "unproductive" and "disruptive" to the broader organization. In that moment, I knew this wasn't the place for me. I politely declined further consideration, recognizing that our philosophies around EDI didn't align.
This experience has stayed with me, bringing up a critical question: What is the true role of ERGs in an organization?
The Role of ERGs
ERGs, often formed around shared identities like race, gender, sexual orientation, ability and more, are essential in fostering a sense of belonging in workplaces. For many, these groups provide a haven—a space where members can share experiences, challenges, and insights without the burden of educating or justifying their perspectives to those who don't share their lived experiences. ERGs offer validation, support, and a sense of community in environments where they might feel marginalized or misunderstood.
These groups are also a powerful tool for raising awareness within the organization, providing insights into the unique experiences of different employee groups, and driving policies and initiatives that can lead to positive organizational change. ERGs can be critical players in advancing inclusion efforts when supported and resourced properly.
The Potential Pitfall
However, like all good things, ERGs come with their own set of challenges. If not carefully nurtured, these safe spaces can inadvertently become echo chambers—closed loops where only a single perspective or narrative is amplified. While it's natural and necessary for ERGs to focus on the unique challenges of their members, there's a risk of becoming insular, where the group’s focus turns inward rather than on broader organizational integration and collaboration.
An echo chamber effect can lead to misunderstandings or resentment among those who are not part of the group, creating an “us vs. them” dynamic. This is particularly the case when the group's size and influence grow without clear direction or goals, leading to perceptions of exclusion or favouritism from those on the outside. But let's be clear: the problem isn’t the existence of ERGs or their size—it's the lack of direction, leadership support, and integration within the larger organizational context. ERGs don't need to be "disbanded" or "reduced" to solve these issues; they need to be supported, guided, and strategically aligned with the organization's overall mission and values.
The Need for Understanding, Not Disbanding
Reflecting on my interview experience, I realize the organization viewed ERGs through a narrow lens—seeing them as something to manage, control, or reduce rather than empower and leverage. This mindset is not only short-sighted but fundamentally misunderstands the purpose and potential of these critical groups.
Instead of asking how to "disband" or "reduce" an ERG that had become "disruptive," the organization could have asked different questions: How do we better support this group in achieving its goals while fostering collaboration and understanding across the organization? And more importantly, what does it mean for a group to be labelled as ‘disruptive,’ and could this disruption actually be a sign of necessary change? This shift in mindset is crucial. It moves away from seeing ERGs as a problem to be solved and toward viewing them as a valuable asset to be harnessed.
Empowered Spaces and Organizational Integration
To avoid the pitfalls of echo chambers while preserving the integrity of ERGs as safe and productive spaces, organizations need to take a balanced and thoughtful approach:
Co-create Clear Purpose and Goals: ERGs and leadership should co-create clear, purpose-driven goals that align with their members' needs and the broader organization. This helps set expectations and reduces the chances of becoming insular or perceived as exclusive.
Encourage Cross-Group Collaboration: While ERGs should retain their autonomy, opportunities for collaboration across different groups can help break down silos and encourage mutual understanding. This can take the form of joint events, panels, or shared initiatives that address common issues like mental health, wellbeing, or workplace culture.
Ensure Leadership Support and Engagement: Leadership must actively support ERGs, not just in words but in actions. This means providing resources, listening to concerns, and engaging in dialogues that help bridge gaps between different groups and the organization as a whole.
Promote Transparency and Open Dialogue: Transparency about the roles, objectives, and activities of ERGs can help demystify their purpose for non-members. Open forums or regular updates can ensure everyone in the organization understands the value and contributions of these groups.
Foster Inclusive Participation: ERGs should be encouraged to welcome allies and those interested in learning more. This can expand understanding and foster greater inclusion without compromising the safe space.
ERGs are vital to creating truly inclusive workplaces. Organizations must resist the impulse to see them as threats or disruptive forces and instead recognize them as powerful platforms for driving meaningful change. The question shouldn't be about how to dismantle or reduce these groups but how to better support and integrate them into the larger organizational ecosystem.
With the right support, direction, and collaboration, these groups can be the foundation upon which inclusive, equitable workplaces are built.
