13 November 2024
Sarah DiMuccio, Senior Consultant
DEI work is crucial for the modern workplace, significantly influencing our ability to embrace various perspectives, adapt to a globalized world, and create work environments where everyone is treated fairly and respectfully.
In other words, DEI helps build workplaces where we all can thrive with the differences that make us human.
These benefits of the DEI agenda are not new to DEI professionals. Whether you’re an HR business partner, an internal DEI lead, an “inclusive” leader, or otherwise involved, understanding the advantages of DEI isn’t the main challenge.
Our biggest challenge is getting others to see why DEI is as essential as any other initiative that increases workplace efficiency, innovation, and well-being. We need buy-in from top management and throughout the organization—not an easy task.
Organizational change has always been challenging, but DEI changes seem to provoke particularly strong resistance from leaders and employees alike.
I once heard a leader say that DEI is one of the areas where people have the most opinions but know the least. This becomes evident when trying to convince people of the DEI agenda—often resulting in resistance.
As our CEO Marianne Egelund Siig says, resistance is not just a byproduct of DEI work; it is the work. We must navigate this resistance and use it as a learning opportunity. Understanding the types of resistance and their underlying causes is crucial to fostering an open and constructive dialogue. We must approach resistance with empathy and a willingness to listen, finding common ground to work toward a more inclusive workplace.
So, what types of resistance exist, and what underlying causes drive them? How can we use this knowledge to meet people where they are, thus fostering more diversity, equality, and inclusion?
According to research from my former Ph.D. advisor, there are three primary ways people express resistance:
Resistance to DEI can be both explicit and verbal, such as when people claim diversity compromises quality (“We shouldn’t sacrifice talent for diversity”) or express skepticism about the need for DEI initiatives (“Is there really a problem here?”). It can also be passive and non-verbal, like avoiding eye contact, multitasking, showing defensive body language, or exhibiting a clear lack of interest.
It can be extremely frustrating to face people—whether leaders or employees—and feel that they question the work you’re doing and are often have been specifically hired to carry out.
However, it’s also essential to try to understand what underlies the resistance. What psychological factors make it difficult for people to engage in DEI?
1. Fear: Many fear making mistakes, losing status or opportunities, participating in uncomfortable conversations, or being seen as bad people.
2. Insufficient Understanding of Purpose: DEI can seem irrelevant to those who don’t see themselves in the agenda and lack insight into how DEI can improve their own well-being as well as support their professional development.
3. Feeling Attacked: DEI initiatives can be perceived as personal attacks on values and competencies, which can create resistance. Additionally, people may feel excluded from the conversation.
4. Misunderstandings and Bias: Myths and misunderstandings about DEI can lead to resistance, as people believe it’s only about making certain groups feel good while others are blamed or left out.
When we understand how resistance manifests and what it’s based on, we’re better equipped to see people’s perspectives and address the threats they feel from DEI.
1. Use Self-Affirmation and Acknowledgment: Help people focus on their strengths and what they’re already doing well. By building on their existing qualities, you can reduce defensiveness and create more openness to DEI efforts.
2. Use Data: Present concrete data that highlights current challenges and opportunities for improvement. Data can help convince skeptics of DEI’s value by making the benefits measurable and clear.
3. Align with Existing Values: Show how DEI aligns with the organization’s existing values and goals. When people see that DEI supports the principles they already value, they are more likely to support the initiatives.
4. Frame as a Win-Win: Present DEI as a solution that benefits everyone. Highlight how the initiatives not only help specific groups but also improve working conditions and opportunities for the entire organization. This approach reduces the perception of a zero-sum game.
5. Be Specific: Provide clear and practical examples of what people can do differently. When actions and next steps are clear and concrete, it’s easier for people to relate and engage in the changes.
6. Listen to People’s Concerns: Create a safe space where it’s okay to express oneself without fear of saying something “wrong.” Be empathetic and speak their language. Listen to concerns and understand what underlies the resistance. Perhaps there is a need to clarify misunderstandings, or maybe their concerns provide valuable input for initiatives.
Handling resistance to DEI work can be challenging, but it’s also an opportunity for growth and development—for both individuals and the organization as a whole.
By understanding the underlying causes of resistance and using strategies that engage and address people’s concerns, we can involve more people in DEI and thereby create a more diverse and inclusive workplace.
Learn more about how to facilitate DEI initiatives and effectively handle resistance with one of Mannaz’s open courses. Here, you can learn how to become a strong DEI facilitator and engage even more in diversity and inclusion work. (Please note that the courses are in Danish)
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