In recent times, numerous employers throughout North America have initiated or enhanced their equity, diversity, and inclusion (EDI) programmes, aiming to cultivate a workplace culture that is both diverse and inclusive.

Despite these good intentions, research has illustrated that promoting diversity might entail significant challenges. Employees from predominant societal groups often perceive these initiatives as threats, leading to a backlash against the very groups that such programmes endeavour to support. This scenario poses a question: Could these perceptions of threat also catalyse a process of learning and change, eventually culminating in allyship? According to a recent investigation conducted by the UBC Sauder School of Business, this is indeed possible, provided that companies maintain open lines of communication.

The research “Beyond Backlash: Advancing Dominant-Group Employees’ Learning, Allyship, and Growth through Social Identity Threat,” thoroughly examined numerous studies on how individuals and groups respond to perceived threats. Additionally, the researchers explored concepts like post-traumatic growth, which suggests that threatening experiences can lead to positive outcomes. They also analysed various studies on allyship, focusing specifically on which EDI strategies proved most effective and which were merely performative.

The findings highlighted the critical importance of fostering honest dialogue within organisations. When dominant group members feel uncertain or threatened, providing accurate information and practical strategies can transform potential resistance into understanding.

Dr Camellia Bryan, an Assistant Professor at UBC Sauder and co-author of the study with Dr Brent Lyons of York University, emphasised the importance of dialogue, mainly when new EDI initiatives are introduced or there is backlash. She noted that without such open dialogues, there is a risk of “closing” — a scenario where employees from dominant groups intensify their opposition to new initiatives, which they perceive as a threat to their established identity and position.

Dr. Bryan referred to the case of James Damore, the former Google employee who issued a memo criticising the company’s EDI practices and described the corporate culture as an “ideological echo chamber.” In his memo, Damore also accused Google of discriminating against conservatives, whites, Asians, and men. According to Dr. Bryan, Damore’s actions were a clear example of “closing,” as he continued educating himself yet remained unyielding.

Dr Bryan further explained that resistance to change is often strongest among those who endorse existing hierarchies and feel threatened by their disruption. Conversely, individuals who have personally experienced some form of disadvantage — even if they are white and cisgender but living with a disability — are generally more receptive to these changes.
She also shared a personal account of a professor whose spouse came out as transgender, which was initially perceived as a severe threat. However, through continuous learning and dialogue, they managed to navigate this challenging time.

Dr. Bryan cautioned that expecting all employees to overcome their feelings of threat and reach a place of understanding is unrealistic. Those who persist in opposing diversity, maintaining a belief in their group’s superiority, are unlikely to change their views quickly. This entrenched resistance presents a substantial challenge regarding re-education and behavioural change.

The study offers a positive perspective on how perceived threats from EDI initiatives can catalyse significant learning and allyship among dominant groups, thereby fostering organisational growth. Dr Bryan advises that employers should facilitate dialogue through various means, from meetings to anonymous surveys, to help alleviate fears and encourage the formation of new allies.

Dr. Bryan suggests that while the feelings of threat induced by diversity are often depicted negatively in business literature, they can be utilised constructively to promote learning and growth, mainly if addressed proactively.

More information: Camellia Bryan et al, Beyond Backlash: Advancing Dominant-Group Employees’ Learning, Allyship, and Growth Through Social Identity Threat, Academy of Management Review. DOI: 10.5465/amr.2021.0521

Journal information: Academy of Management Review Provided by University of British Columbia – Sauder School of Business