More companies are trying to be fairer and more diverse at work, but they often miss the mark. While they aim to break down barriers, they can end up sidelining groups that need support the most, causing more harm than good.
Researchers from Ivey Business School looked into a concept they call “benevolent marginalization.” This happens when women and people with disabilities face subtle discrimination at work, making it hard for them to speak up or make progress, and keeping inequality alive in the organization.
The researchers studied this behavior in two places. One extreme example was sheltered workshops, where people with disabilities work in protected spaces. They found that managers with good intentions sometimes create inclusion plans assuming all employees with disabilities need the same kind of help. This can end up treating them like kids, which just keeps inequality going.
For instance, the researchers noticed a condescending initiative where certain jobs were given that kept workers away from the public eye, like metal processing or packaging within the sheltered workshop. On the other hand, they found a successful inclusive practice: creating a farmer’s market after talking with the workers and their representatives. This shows that involving everyone in decisions is crucial for real inclusion at work.
Tackling benevolent marginalization
By digging into benevolent marginalization, the researchers offer three useful tips for managers who want to move beyond good intentions and truly embrace inclusion.
First off, they suggest managers take a moment for self-reflection. Think about any assumptions or biases you might have that unintentionally treat certain groups in a paternalistic way. Once you’ve done that, the next step is to connect with those who might be feeling marginalized. Build trust and really listen to what they have to say. The researchers also advise talking to colleagues, mentors, and coaches to reflect on your own actions in the workplace. It’s all about taking those initial steps toward genuine inclusion.
Using the support of intermediaries, like support staff, close colleagues, and friends, who understand the challenges faced by marginalized peers is crucial. A smart way to pick these allies is by letting marginalized groups take part in anonymous voting.
Steer clear of the top-down approach. To genuinely empower and assist these individuals, managers should pass on responsibilities to the very people meant to benefit from an initiative. It’s about creating a collective effort that truly makes a difference.
“True inclusion demands a recognition of the diverse experiences and unique needs of everyone within supportive spaces, and these individuals must have the choice to shape these spaces themselves,” the authors conclude.
