Dealing with polarization in the workplace
From polarization to collaboration: tips for an inclusive workplace.
Disagreements have always existed, but the way we as people can come into conflict with one another has become all too clear in the news and on social media lately. However, this increasingly polarized society isn’t confined to the other side of your safe computer screen; naturally, your employees also bring it with them into the workplace.
A study by Centraal Beheer (April 2024) shows that one in five employees experiences polarization in the workplace. One in ten employees feels unable to express his or her opinion on sensitive topics and keeps those opinions to himself or herself. Furthermore, nearly half of those surveyed believe that employers play a role in polarization, so this article is especially for you!
What starts as an “agree-to-disagree” situation can later escalate into tension, conflict, and arguments, affecting the work environment. A negative work environment can then lead to poorer performance for the organization, because people aren’t feeling their best. That’s why we asked Ikram Choho, managing partner at Colourful Development and an expert in inclusive and connective leadership, how best to deal with polarization in the workplace.
Don't panic!
“Don’t panic!” is Choho’s first piece of advice. Polarization may seem like a new phenomenon, but that’s mainly because we’re talking about it so much right now. Polarization is definitely a buzzword, but the fact that we don’t always agree with one another is actually nothing new. So don’t immediately assume the worst or blow things out of proportion—a single disagreement or clash of opinions isn’t the end of the organization. Especially if you have an organization with a highly diverse workforce, it’s not at all unusual for colleagues to clash from time to time. How you handle it from there makes all the difference, so: breathe in, breathe out, and count to ten!
Take a step back and stay calm. It’s very important that you don’t react immediately on instinct, but rather from the logical part of your brain that allows you to make conscious and considered decisions. As an employer, you set the example for what behavior is appropriate—everyone is watching to see what you’ll do. That’s a big responsibility, because what you do and say carries more weight than what other colleagues do. So don’t just blurt something out; take a moment to think things through. For example, is the issue really about the topic that seems to be causing the argument, or is there actually something else that needs attention? For instance, tempers might flare during a political discussion, but upon further inquiry, it turns out the main concern is: Am I being seen and heard when it comes to my needs?
Set boundaries
If you act from a place of calm, it’s a good idea to review what has already been established regarding standards of conduct and the organization’s vision on this topic: “How do we treat one another?” If this hasn’t been established yet, then this might be a good opportunity to get started on it.
An important part of such a conduct policy is, for example: “What do we discuss with each other as colleagues, and where do we draw the line?” We want to foster a culture of constructive and courageous dialogue, where you can speak up when something happens that someone finds offensive, for example. Try to embed and promote a culture where we don’t gossip about one another, but instead engage in calm conversations when necessary, and give employees the tools, skills, and confidence so they can do the same. By talking with one another about how we treat each other, a new norm begins to emerge: “We are heard and included.”
A useful tool for managers to prevent escalation is the “Sabotage Line” from the Deep Democracy method. This allows you to work together to identify early on when something is brewing beneath the surface, so you can address it in a timely manner. For example, a conflict may have been simmering beneath the surface for quite some time before it escalates. For example, pay attention to jokes that not everyone finds funny, and immediately establish a clear social norm regarding how we talk about and with one another.
Foster connection
Try to connect with your employees and encourage them to connect with one another as well. According to research by Centraal Beheer, polarization plays a much smaller role in smaller organizations. One good reason for this could be that people get to know each other much better. Make a conscious effort to foster connection by, for example, encouraging collaboration, scheduling peer review sessions, organizing onboarding activities, coffee breaks, lunch walks, and whatever else resonates with your team. But connection is also embedded in the narrative your organization shares—one that helps create a clear sense of “we,” such as “We at Organization X listen to one another.”
As a manager, you have a duty of care toward your employees; you ensure that everyone can work safely and enjoyably. That’s quite a challenge and requires a certain level of cultural and emotional intelligence to effectively navigate the diversity of opinions within your organization. Still, you can start small by simply “checking in” with your employees and approaching them with a curious, connecting mindset. Ask what’s on their minds and how conflicts—such as those in the news—are affecting them. Everyone wants to feel seen, and if something does come up in the workplace, you won’t be starting from scratch.
Skill training
Finally, these leadership skills can be developed through training, and even if you’re already struggling to implement effective policies, you don’t have to tackle this on your own. For example, you can seek advice from Colourful Development or take a training course to help your organization fully embrace diversity. Consider a training course on inclusive and collaborative leadership, or perhaps your organization would benefit from a training course on social safety.
In other words, to summarize the expert’s advice: don’t panic! Act in accordance with company policy or start implementing it, foster connections, encourage a culture of constructive dialogue, and ask for help if needed. This way, you’ll avoid conflicts in the workplace, and diverse opinions will continue to enrich your organization.
