Preventing Microaggressions in the Workplace

There have been promising societal efforts to tackle more overt discriminatory workplace practices, broadly resulting in improved work experiences for individuals from marginalized groups.

However, beneath the surface, a subtler, yet pervasive issue persists in most modern workplaces: microaggressions. These seemingly innocuous slights can leave lasting, harmful impacts on individuals, perpetuating subtle forms of bias and reinforcing harmful stereotypes.

Defining Microaggressions

The term "microaggression" was first coined by psychiatrist and Harvard University professor Dr. Chester M. Pierce in the 1970s. The term was popularized through the writings and research in the 2000s of Dr. Derald Wing Sue, a psychologist and professor at Teachers College, Columbia University.

In broader discourse today, microaggressions refer to subtle, often unintentional actions or comments that negatively target a marginalized group of people.

Research has repeatedly shown the harmful effects of microaggressions on physical and mental health, especially when endured over the course of a whole career. The phenomenon of microaggressions at work is also widespread, with over half of Americans having experienced or witnessed these acts in the workplace.

Types of Microaggressions

Microaggressions can impact a wide range of communities and identities, including, but not limited to:

• Race or ethnicity
• Gender
• Sexual orientation
• Disability
• Age
• Citizenship status
• Education
• Religion
• Veteran status

Notably, microaggressions can take on various forms. Below, following the research of Dr. Derald Wing Sue, we break them down into three categories:

Verbal comments

• Expressing stereotypes through comments or remarks (e.g., “You’re so outgoing for an Asian”)
• Invalidating the identities or experiences of marginalized people (e.g., “I’m not homophobic but…”)

Behaviors

• Excluding or ignoring (e.g., repeatedly speaking over a woman in a team meeting)
• Unfounded assumption of seniority, ability, and other qualities (e.g., assuming the non-White person in the meeting is not a senior leader)

Environmental decisions

• Inaccessible decisions (e.g., selecting a meeting room without wheelchair access the all-team weekly meeting)
• Homogenous leadership (e.g., board members are all men)

Preventing Microaggressions

To prevent microaggressions and other forms of discrimination, consider the following strategies that help promote a more inclusive workplace culture.

1. Educate employees: Conduct training sessions on unconscious bias, cultural competence, and inclusive language. Given the subtle nature of microaggressions, many people make these remarks without recognizing the harm behind them. Simply increasing awareness about microaggressions and their impact on individuals and the workplace can be a good starting point to encourage greater reflection and sensitivity.

2. Foster open communication: Because microaggressions are not as blatant as other forms of discrimination, many people hesitate to voice their concerns and instead internalize the messages conveyed. To combat this, employees should be encouraged to speak up if they witness or experience microaggressions. Appropriate channels for reporting incidents should be created and complaints must be taken seriously and addressed promptly.

3. Lead by example: Leaders should model inclusive behavior, actively challenge microaggressions, and hold employees accountable for their actions. In addition, leaders should set clear expectations for respectful conduct and provide resources to support diversity and inclusion efforts.

4. Establish inclusive policies: Develop and implement comprehensive non-discrimination and anti-harassment policies that explicitly include protection against microaggressions. Ensure these policies are communicated effectively and consistently.

5. Encourage allyship: Encourage employees to be allies and advocates for their colleagues. Consider promoting allyship programs and initiatives to create a network of support and solidarity.

6. Gather employee feedback: Regularly assess the workplace climate and employee feedback. Conduct anonymous surveys to understand employee sentiment and sense of belonging, and make adjustments to policies and practices accordingly.

Actively addressing microaggressions is a critical step for organizations to cultivate a respectful and inclusive workplace where individuals feel valued, safe, and empowered.

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About Arbor:

Arbor enables leaders to easily capture, analyze, and benchmark DEI outcomes. Through integrations into existing HR systems and compliant self-ID surveys, Arbor helps organizations use their people data to uncover trends around workplace culture and fairness outcomes. Arbor’s customizable surveys also enable leaders to collect employee sentiment data to build a more inclusive workplace.

Contact us at hello@findarbor.com to learn more about how our platform can help your organization.

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