Dealing with polarization in the workplace
From polarization to collaboration: tips for an inclusive workplace.
Disagreements have always existed, but the way we treat 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 screen; your employees naturally bring these attitudes with them into the workplace as well.
A study by CentraalBeheer (April 2024) shows that one in five employees experiences polarization in the workplace. One in ten employees feels unable to express their opinion on sensitive topics and keeps those views to themselves. 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” can later escalate into tension, conflict, and arguments, affecting the work environment. A negative work atmosphere 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 unifying 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 these days. Polarization is certainly 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—don’t make it bigger than it is. A single disagreement or clash of opinions isn’t the end of the organization. Especially if you have an organization with a wide diversity of employees, it’s not at all surprising that colleagues sometimes clash. How you handle this 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 based on instinct, but rather use the logical part of your brain to make conscious and considered decisions. As an employer, you set the example for what behavior is appropriate; everyone watches what you 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 it 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 in my needs?
Set boundaries
If you’re acting 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 approach to them: “How do we treat one another?” If this hasn’t been established yet, this might be a great opportunity to get started on it.
An important part of such a conduct policy is, for example: “What do we discuss with one another as colleagues, and where do we draw the line?” In this way, we aim to foster a culture of constructive and courageous dialogue, where colleagues 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 each other, but instead engage in calm conversations when necessary, and give employees the tools, skills, and confidence so they can do the same. By having conversations with each other about how we treat one another, 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 identify together at an early stage when something is brewing beneath the surface, so you can address it in time. 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 aren’t funny to everyone, and immediately establish a clear social norm regarding how we talk about and with one another.
Foster connection
Try to build connections with your employees and encourage them to do the same with one another. According to research by Centraal Beheer, polarization plays a much smaller role in smaller organizations. A 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, coffee breaks, lunch walks, and whatever else resonates with your team. But connection is also found in the narrative you share as an organization—one that creates 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—like those in the news—are affecting them. Everyone wants to be seen, and if something does happen 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 alone. For example, you can seek advice from ColourfulDevelopment or take a training course to help your organization fully realize its potential for diversity. Consider a course on inclusive and collaborative leadership, or perhaps your organization would benefit from a course on social safety.
In other words, to summarize the expert’s advice: don’t panic! Act in accordance with the policy or start implementing it, foster connections, encourage a culture of open dialogue, and ask for help if needed. This will help you avoid workplace conflicts and ensure that diverse opinions continue to enrich your organization.
.avif)
