Valuing Diversity, Equity, and Inclusion: Understanding Microaggressions
Microaggressions are subtle, indirect, and often unintentional behaviors or comments that communicate discriminatory or negative messages to members of marginalized groups. In the context of a workplace, microaggressions can create a hostile or unwelcoming environment for individuals who belong to these groups, and can ultimately lead to lower employee engagement, decreased productivity, and high turnover rates.
In order to build an inclusive workforce, it is essential to address and eliminate microaggressions in the workplace. When employees feel comfortable and respected, they are more likely to feel a sense of belonging and be able to perform at their best. Additionally, having a diverse and inclusive workforce can lead to increased innovation, creativity, and overall business success.
Examples of microaggressive behaviors include:
Othering: Treating someone as an outsider or "different" based on their identity. Here are some examples of Othering:
"You're not really like the rest of them. You're one of the good ones."
"You don't act like a typical (insert identity group here)."
Stereotyping: Making assumptions about someone based on their identity. For example, assuming that a woman is not as skilled at math as a man. Other examples include assuming that all people who:
Have disabilities are inspirational or heroic simply because they have a disability.
Are vegans or vegetarians behave judgmental or preachy about their lifestyle.
Practice a certain religion are conservative or traditional in their beliefs.
Identify as introverted or shy are socially awkward or lack confidence.
Wear hijab are oppressed or need saving from their religion.
Are overweight lack self-control or are lazy.
Gaslighting: Invalidating a person's experiences and making them doubt their own perceptions. For example, denying that racism exists or telling a person with a mental illness that their symptoms are not real.
Invalidating experiences: Dismissing someone's experiences or emotions based on their identity. For example, telling a person of color that they are "too sensitive" when they express discomfort with a racially insensitive joke.
Colorblindness: Claiming to not see race or other identities, which can invalidate a person's experiences and ignore the impacts of systemic oppression. For example, saying "I don't see color" to avoid talking about racism.
Using language that reinforces stereotypes: Using words or phrases that perpetuate negative stereotypes. For example, using the term "illegal alien" to describe undocumented immigrants.
Exoticizing: Treating someone as if they are exotic or foreign based on their identity. For example, asking an Asian person where they are "really" from.
Insinuating inferiority: Implying that someone is inferior or less capable based on their identity. For example, assuming that a person with a disability cannot perform a certain task.
Tokenizing: Singling out an individual as the sole representative of their identity group. For example, asking the only Black person in a group to speak for all Black people.
Microassaults: Using more overtly hostile or aggressive language or actions that are still considered subtle. For example, making racist jokes or using slurs. Specific examples are "I can't believe you're so old and still single. Don't you want to have kids?" and "I'm not sexist, but I just think that women are too emotional to be in leadership positions."
These behaviors can have a harmful impact on individuals and contribute to a larger culture of discrimination and inequality.
Employers can take steps to address microaggressions in the workplace by implementing diversity and inclusion training programs, establishing clear policies and procedures to address instances of discrimination, and actively promoting a culture of respect and inclusion. By creating a workplace environment where all employees feel valued and respected, organizations can attract and retain top talent and foster a culture of success.
Pam Jackson, PhD, an organizational and individual behavioral economist based in Dubai, United Arab Emirates, and serving clients globally, designs and delivers corporate training and coaching for building high-performing teams, including topics such as diversity, inclusion, equity, and belonging; communicating effectively; leadership at any level; and psychological safety. Contact her team to learn more and to book your training, which can be delivered online or in person.
