Acknowledging and Addressing the Fear of “Anti-Racism”
As we look about our world and our workplaces, it is evident that we are in desperate need of proactive approaches to fostering more equitable, inclusive and harmonious communities, societies and places of work. And yet the conversation of race and racism is still a difficult one to initiate in professional settings, and even more challenging to progress beyond just basic lip service.
Even for those in roles that are directly responsible for such things as Diversity & Inclusion, or People & Culture, discussing “racism” can be challenging and making progress can be slow and limited. Part of the reason for this is that discussions on race and racism can bring up some uncomfortable emotions, degrees of resistance and denial, and certainly some apprehension based on some preconceived ideas of “the response”.
This resistance frequently stems from misunderstandings of what anti-racism means, what it requires and what might be the response or ramifications. The work of “anti-racism” has unfortunately been framed by some as having a divisive and punitive agenda rather than a pathway to communal growth, collective benefit, and improved outcomes for all.
As societal pressures for social justice, equity and inclusivity increase, it becomes crucial for Diversity and Inclusion (D&I) professionals, People and Culture (P&C) executives, and those in relevant roles in the organisation to discuss and engage with anti-racism in a manner that alleviate the apprehensions and is able to successfully activate the commitment of leadership to drive the work of anti-racism.
Grounding anti-racism efforts in a framework that pivots away from fear and toward proactive participation can help organisations create spaces for authentic dialogue that normalise discussion on issues of race, racism, equity and social cohesion. This article explores strategies that professionals can employ to foster engagement rather than fear, ultimately leading to a more inclusive organisational culture.
Resistance to Anti-Racism Initiatives
Research indicates that resistance to discussing race within the workplace is prevalent, with a significant proportion of employees expressing discomfort in initiating these conversations, regardless of their experience of race or racism. For some, it is the fear of backlash when speaking up about racism, and for many others it is the discomfort and fear associated with confronting one's own racial biases and the social implications of those biases (Tatum, 1997). More often than not, the desire for anti-racism action is suppressed because staff fear the sentiments of leadership and the potential repercussions, which can be strategic and subtle, but powerfully negative for one’s career.
One study found that diversity initiatives, including anti-racism training, can sometimes provoke defensive reactions in non-minority employees, especially if perceived as threatening to existing social systems and personal status (Dover, et al. 2016). This research found that members of high-status groups are threatened by pro-diversity organisational messages, and it’s also been evidenced that certain People of Colour in high status groups are also threatened by pro-diversity initiatives because of the perceived threat to their positions as the “diverse” person who has already filled the “quota”.
Research has further demonstrated that perceived losses in social dominance and status contribute to majority group members’ aversion to efforts addressing racial inequality (Eibach & Keegan, 2006; Knowles, Lowery, Hogan, & Chow, 2009; Sidanius & Pratto, 1999).
Because anti-racism can feel like a threat to those already in a position of influence, or member of a majority group, initiatives that seek to create genuine “diversity” and “inclusion” can be viewed as unnecessary or counterproductive, by those who hold the unfounded fear of “marginalisation” as a result of some increased degree of diversity.
Majority of Australians Consider Racism a Problem
Despite the fear and apprehension when it comes to discussing racism, the Mapping Social Cohesion Report 2024 by the Scanlon Foundation which tracks social cohesion metrics annually has found an upward trend for the percentage of Australians that consider racism as a “fairly big problem” or a “big problem”. The combined percentage in 2024 was 63%, with a minuscule 3% considering racism as “not a problem at all” and the remaining 33% indicating that it is “not a very big problem”.
What this tells us is that 97% of Australians recognise racism is a problem, and two thirds considering it to be quite serious. And despite the outcome of the referendum on The Voice to Parliament, 90% of the 8000 respondents endorsed the importance of the relationship between Aboriginal and Torres Strait Islanders and the wider Australian community, even though many were fear-mongered into voting against the Voice.
With the discussion around systemic racism gaining momentum and incidents of racism in public and workplace settings seeming to increase it would be easy to assume that the majority of Australians hold overtly racist views and yet all of the data suggests otherwise. Despite the fact that racism exists in every space and sector and every part of the daily lives of Black, Indigenous and People of Colour, the majority of people recognise racism is a problem, do not hold overtly racist attitudes and would also prefer to do something about it rather than ignore it.
This is an often overlooked or unheard fact that is lost in the cacophony of noise in our media and social media landscapes, and a crucial insight that employers, decision makers and people in positions of influence in organisations need to deeply consider. The question is “What might be the repercussions in the coming years for those who are intentionally avoiding the issue of racism in their backyards?”.
Ignoring Racism Costs More In The Long-Term
Whether you’re a sporting organisation, health department, university, corporate employer, service provider, or philanthropy funded charity, the fear of not doing anything about racism proactively should eventually outweigh the fear of discussing racism because of the mounting social expectation and pressures, and the risks of litigation, loss of public support, class actions, and or downturn in crucial business metrics.
It is about time employers consider the reputational risk, growth and revenue repercussions, staff engagement and turnover, societal backlash, compliance requirements or litigation risks of not addressing racism. With mounting research on the mental health implications of unaddressed racism and the evidence of long-term health impacts, even increased risk of suicide because of workplace racism, remaining passive on the issue of racism is no longer an option and could be deemed as a failure to fulfil one’s duty of care.
Lack of Racial Literacy Drives Fear of Conversation
The capacity to recognise the racial dynamics that play out at work, the subtleties of superiority and systemic nature of racism is collectively known as “Racial Literacy”, and unless one has specifically engaged in anti-racism training it is likely as a result of our education and social conditioning in Australia, that this type of literacy is sorely lacking. It has been found that one of the key drivers of fear and apprehension related to anti-racism initiatives, efforts and even discussions, is a lack of familiarity with the subject matter and confidence to discuss the issue with proficiency and clarity (Holliday, 2016). In short this means the fear of Racial Literacy training is as a result of a lack of racial literacy, and this is a feedback loop that needs to be interrupted.
This is also a significant contributor to leadership reluctance because of the additional pressures and expectations of those in positions of leadership. When issues of race arise, individuals in positions of power may perceive the discussion as a personal critique rather than a collective responsibility, leading to further defensiveness and resistance to proposed initiatives.
Knowing that ones self-assessed lack of racial literacy is a driver of fear when it comes to discussing racism, leads us to the understanding that improving racial literacy and building the confidence and competence to discuss race would help significantly in addressing the fear and apprehension related to anti-racism discussions.
Creating Safe Spaces for Dialogue
To address fears stemming from the potential for backlash or conflict, organisations and especially facilitators and educators, must create safe spaces for dialogue. Leaders need to foster a culture that encourages open conversation surrounding race, allowing employees opportunities to share thoughts, experiences, and concerns.
Organisations can consider the reasoning for various types of approaches to anti-racism, and the content needs to be considered and delivered expertly in order to navigate and mitigate the potential negative emotions that could derail the process.
Though some would suggest dialogue sessions where employees share experiences of racial harm or discrimination, Kind Enterprises advises strongly against this, and on reflection it can been seen how this could potentially activate the very feelings of shame, embarrassment, fear and anxiety that cause emotional and intellectual shutdown.
The careful consideration of what content should be delivered in training sessions, to which groups, in what style and in what sequence, is a crucial aspect of managing and mitigating the pitfalls of this complex conversation, and something that many young facilitators lack in comparisions to seasoned professional educators.
While some facilitators enter the arena of "anti-racism” to make a point regardless of the impact it has on the participant, others have been educating long enough to know how to create change rather than cause cascading negative emotions that only further entrench the very problem you’re trying to solve.
The Importance of Ongoing Education
Strong emotional responses often characterise discussions around racial topics, which can lead to avoidance or hostility. To mitigate these reactions, continuous and incremental education should be integrated into engagement strategies. Ongoing and incremental training not only addresses immediate concerns but also cultivates a culture of continuous learning within the organisation at a rate and pace that is effective and not counter-productive.
Yes, it is true that understanding how privilege works is an important topic to unpack at some point, but if the participant is unprepared with foundational racial literacy to navigate the learning experience, or if their heart and mind have not been primed for the topic, this approach has the capacity for some severe negative reactions.
Incorporating various training styles—such as workshops, seminars, and experiential learning, online, self-directed and live face-to-face, is all part of a comprehensive strategy that leads to effective professional development.
The Role of Leadership
Research indicates that leadership plays a crucial role in setting the tone for discussions surrounding race and anti-racism. According to a study by Catalyst (2020), leaders who openly address issues of diversity and inclusion create an environment where employees feel safe to engage in these conversations. Acknowledgement from leadership not only legitimizes the importance of anti-racism but also signals to employees that their voices and experiences are valued. This top-down approach can serve to reduce anxieties surrounding discussions on race and promote a collaborative atmosphere.
For leaders to effectively normalize these conversations, they must demonstrate vulnerability, humility, and a willingness to learn. Acknowledging their own biases and limitations, without indulging in feelings of shame and guilt, can help dissolve the fear of “getting it wrong” or the need to be perfect before we can start the work. Workshops that emphasise storytelling as a tool for fostering empathy can further enhance leaders' abilities to connect with their teams.
Conclusions
Fostering an organizational culture that embraces anti-racism without inducing fear requires deliberate and strategic practices, and a degree of professionalism and expertise that does not come with a job title or a business management course. D&I professionals have a pivotal role in creating a framework that promotes normalisation of anti-racism discourse, employs accessible language, acknowledges employee fears, and emphasises shared organisational goals; and all of this requires expert consulting and professional development training. By adopting these approaches, organisations can shift the norm from resistance to engagement, thus enhancing the overall functionality and culture of the organisation.
Holding discussions on anti-racism as part of regular organisational practices positions these initiatives as essential rather than supplementary. This transformation toward a proactive agenda can significantly affect employee morale and productivity, ultimately benefiting the whole organisation.
Recommendations
Normalise the Conversation: Integrate discussions around anti-racism into broader diversity initiatives, making these dialogues a consistent part of the organisational discourse. This can include regular training sessions, workshops, and team meetings to foster ongoing dialogue about equity and inclusion. Doing so reduces the perceived difficulty of discussing racial issues and embeds anti-racism as a critical concern within the organization.
Use Clear Language: Employ straightforward language when discussing anti-racism to avoid jargon or complex terminology, and especially avoid euphemisms that water down the language to a point where it means very little.
Acknowledge and Dissolve Fears: This can be achieved through anonymous surveys, focus groups, or dedicated sessions for open dialogue. It's crucial for leadership to actively listen and address these fears, highlighting the potential risks of inaction, including reputational damage and talent loss.
Highlight Shared Goals: Frame anti-racism initiatives within the context of organisational success by emphasizing outcomes like improved culture, employee satisfaction, and enhanced innovation. Integrating anti-racism into the strategic goals of the organisation reinforces its importance and can drive collective action.
Invest in Continuous Education: Implement ongoing training and development opportunities addressing anti-racism and diversity. This includes not only initial training but also continuous workshops and feedback sessions that evolve with the organization. Regularly updated resources and current events discussions can keep the conversation dynamic and relevant.
Engage Leadership as Champions: Encourage leaders to position themselves as champions of anti-racism by participating in training and openly addressing their own learning processes regarding race. By doing so, leaders can foster greater trust and authenticity within the organization, signaling that anti-racism is not just a mandate but a shared journey.
As organizations strive towards fostering a culture free from racism, these recommendations provide actionable strategies to engage all employees effectively. By embracing anti-racism initiatives as a fundamental aspect of their operational ethos, organizations are not only contributing to societal equity but are also poised to thrive in an increasingly diverse and competitive landscape.
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Eibach, R. P., & Keegan, T. (2006). Free at last? Social dominance, loss aversion, and white and black Americans' differing assessments of racial progress. Journal of personality and social psychology, 90(3), 453.
Holliday, S. H. (2016). "Race-related anxiety: The role of belongingness and engagement in discussions of racism." Journal of Applied Social Psychology, 46(8), 451-460.
Knowles, E. D., Lowery, B. S., Hogan, C. M., & Chow, R. M. (2009). On the malleability of ideology: Motivated construals of color blindness. Journal of personality and social psychology, 96(4), 857.
Tatum, B. D. (2017). " Why Are All the Black Kids Still Sitting Together in the Cafeteria?": and Other Conversations about Race in the Twenty-First Century. Liberal Education, 103(3-4), 46-56.
Sidanius, J., & Pratto, F. (1999). Social dominance theory. Handbook of theories of social psychology, 2.
