The Dominant ‘Other’
We don’t often equate the ‘Other’ with dominant groups, however repurposing the word can shed light on often overlooked corners of the DEI space.
I recently interviewed Amri Johnson, CEO and founder of Inclusion Wins, in Episode 33 of Why Care?. We spoke about the differences between leading with emotion as opposed to reason, amongst many other things. Amri eloquently highlighted that those in the minority, both within DEI and beyond it, increasingly fall into the trap of alienating the majority, who are perceived as not doing enough, not understanding the struggle, or having contributed to oppression and discrimination over the centuries. This often stems from anger, frustration or hurt, however, isn’t always helpful. Shifting the lens to refocus on working with and learning from the perceived ‘Other’, as opposed to working against, is necessary to achieve full inclusion.
Who is the ‘Other’ and how does it manifest in DEI?
The ‘Other’ is that which lies outside the perceived boundaries of the 'self’, whether related to gender, ethnicity, religion or any other identity-based characteristic. ‘Othering’ works alongside stereotyping, which paints all members of a differing demographic with the same brush, and removes responsibility and empathy when interacting with the perceived ‘Other’. ‘Othering’ the dominant majority in DEI, such as by villainising them, is harmful because it creates an even greater divide and increases exclusionary behaviour. This is counterproductive as inclusion can only be achieved when everybody works cohesively and collaboratively as a whole. So, what role does the dominant ‘Other’ play in achieving inclusion?
What can we learn from the ‘Other’?
In order to learn, it is first necessary to listen. Understanding why discrimination may take place on an individual-to-individual basis within your workplace is an effective initial step to tackling it. Confronting the root cause of personal biases, as well as the reasons for projecting these thoughts onto others, whether consciously or unconsciously, builds a habit of self-reflection that is essential for impactful change within the workplace.
It is not uncommon that those in dominant groups may exclude those in the minority unknowingly, and this disparity is termed intent vs impact within DEI. This often stems from a lack of understanding on what constitutes discrimination. Therefore, it is essential to first establish what a particular individual understands discrimination to be, in order to then rectify or inform that in a targeted manner.
Finally, involving the majority into discussions surrounding solutions and strategies to achieve greater inclusion, such as a review of the organisation's diversity quotas, recruitment processes or performance reviews, is an effective strategy. Doing this under the guidance of a DEI consultant encourages members of the organisation to be active in their involvement and to practise authentic allyship.
How can we implement this learning in the workplace?
In order to establish an environment where the dominant ‘Other’ becomes an authentic ally, and to implement the above strategies, it is essential that a judgement-free ‘safe’ space is curated, in which biases are confronted without reservation, and positive transformation is celebrated despite inevitable feelings of discomfort. It is important that the dominant ‘Other’ are encouraged to be honest when they have made a mistake, and there is evidence that leaders who practise this are both valued and respected. This tone of honest self-reflection must be established at senior levels so that those at mid- and junior-levels feel safe to do the same. This environment can be nurtured consciously through initiatives such as workshops, training programs, or dedicated panel discussions.
How can Avenir help?
Avenir’s Inclusive Leadership Programme is designed to train leaders with the qualities, skills and strategies to be able to foster these transformative environments, as well as guiding clients towards a truly inclusive leadership style.
We have also recently published a report on Unlocking Inclusive Leadership, which expands on the incredible benefits of sitting through the discomfort of accountability and achieving greater cohesion within teams.
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