In workplaces today, many individuals hesitate to act as allies for their marginalized colleagues, not out of apathy or lack of motivation, but due to feelings of disempowerment and organizational distrust. This revelation emerges from a recent study published in the European Journal of Work and Organizational Psychology, which challenges prevailing stereotypes about allyship.
Contrary to the common belief that indifference leads to inaction, research indicates that workplace dynamics like distrust and polarization are significant barriers. These factors often cause employees to second-guess themselves and refrain from intervening when they witness inequities.
Conducted by psychology researchers, the study involved surveys of 778 employees in Michigan and 973 across Canadian provinces, spanning diverse demographics. Participants were asked, “What makes it hard for you to be an ally for underrepresented and marginalized people (e.g., people of color, women, persons with disability) in your organization?”
Surprisingly, low motivation accounted for only 8% of the cited obstacles, while unawareness of inequities for marginalized groups was just 10%. This suggests traditional diversity training, often focusing on raising awareness and motivation, may miss the mark in fostering effective allyship.
The most frequently mentioned hindrance was the lack of trust and heightened tension among coworkers, leading to self-censorship. Additionally, participants felt they lacked the power or resources to effect meaningful change, contributing to their reluctance to step up.
Understanding the Context
Many specialists assume that breaking down resistance to change is key to encouraging allyship. They often believe potential allies need increased motivation, greater courage, reduced bias, or improved awareness of existing inequities. However, this study aimed to identify the actual roadblocks by directly asking employees, thus revealing practical concerns over theoretical motivations.
Misguided messaging on platforms like social media and in diversity programs often exacerbates frustration, underscoring the need for interventions that genuinely reflect people’s experiences and perceptions of allyship challenges.
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Exploring Unknowns
The study leaves open questions about the specific impacts of identified barriers. Understanding which obstacles are most pressing could help organizations tailor interventions more effectively, potentially reducing unnecessary spending on less impactful areas.
Interestingly, over 25% of respondents reported no barriers to allyship. Future studies could explore whether these individuals are actively engaging in allyship, are unsure of the barriers, or chose not to elaborate. Prior research indicates that even visible allies often participate in discreet supportive actions, like privately checking on colleagues affected by bias.
Looking Ahead
Building on these insights, researchers are exploring whether initiatives designed to enhance trust and empowerment can boost allyship activities. As organizations reevaluate diversity programs, leveraging evidence-based strategies can guide them in making informed adjustments that resonate with employees’ realities.
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