Fascinating Study Uncovers Why This One Act Can Ignite Both Praise And Resentment In The Workplace

A fascinating study published in the Journal of Management reveals that when employees from advantaged groups speak up for marginalized colleagues, it can produce one of two results: a) the employee from the advantaged group can motivate other employees from their advantaged group to contribute to an equitable and inclusive workplace and engage in “positive gossip” about the advantaged individual who engaged in the courageous act, or b) it can trigger feelings in other advantaged group members of moral inferiority, which can in turn motivate them to engage in “negative gossip” about the advantaged individual who engaged in the courageous act. The study examined the role that courage can play in advancing workplace equity efforts, specifically analyzing “oppositional courage,” which the article described as a “behavior that challenges powerful organizational members and/or the status quo to remedy unfairness, disrespect, or harm towards members of a marginalized group and, in doing so, poses significant risks to the actor at work.”

To assess this, the researchers recruited white employees for two studies where they assessed the impacts of white employee support for coworkers who are racial and ethnic minorities. What the results revealed was that for white employees, their oppositional courage self-efficacy (OCSE)— their belief and confidence in their own ability to take courageous actions—influenced their perceptions of the courageous workplace action by a fellow white employee. In simple terms, white employees who witness a fellow white employee engaging in a courageous workplace action will engage in “positive gossip,” and will be motivated when they believe that they also have the power and ability to engage in similar acts of workplace courage. On the other hand, for white employees who do not believe in their ability to engage in similar courageous workplace actions, watching a white colleague engage in this type of action may elicit feelings of inferiority, leading to negative gossip about the individual who engaged in the action.

This research is important for several reasons. First, in the workplace, much of the onus for transforming harmful cultures falls on employees from underrepresented racial groups. The unspoken expectations to educate colleagues, lead DEI-related initiatives and drive change adds to the invisible labor that marginalized employees must expend. Refocusing on white advocates and their role in disrupting the status quo in the workplace is critical and can lead to systemic changes that do not require the labor of marginalized employees.

Another reason why this research is so vital is that it provides workplaces with practical guidance when integrating policies and practices rooted in equity and justice. Employers who anticipate the negative gossip that may arise from white employees who do not believe in their own abilities to engage in courageous actions can combat the DEI resistance that has become commonplace in the current climate. The researchers suggest that educating employees on oppositional courage behaviors in the workplace can be beneficial. Employers should invest in providing employees with the skills necessary to drive equity, regardless of their position in the workplace.

To strengthen their ability to engage in oppositional courage behaviors, employees should be given the opportunity to participate in scenarios and role plays. DEI practitioners who partner with organizations should be aware of this research and should consider integrating opportunities for employees to receive positive feedback when they engage in these activities to boost their confidence in their oppositional courage abilities. When employees from advantaged groups are equipped with the tools to intervene when harm takes place, this can motivate more employees to drive positive change, which will benefit everyone in the workplace.

This article was originally published in Forbes.

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