Say what you’re really thinking - Blair McPherson

 

A healthy team /organisation encourages debate it does not close it down. People are encouraged to say what they really think and get things in the open. The challenge is not to manage or resolve conflict but to change attitudes and the way people think and behave towards colleagues.

 

 

Getting people to say what they really think is always risky never more so than when discussing EDI especially when such discussions very quickly polarise views around potentially explosive topics like race. But the recent backlash around EDI is not another reason to avoid the topic it’s an opportunity to challenge myths and stereotypes, to develop sensitivities and promote greater understanding, to change attitudes and the way people behave towards colleagues. But only if this can take place in a safe environment with skilful facilitation. 

 

So it was brave of us maybe foolish as part of the EDI strategy to have some sessions with large groups of frontline staff following on from the usual presentations. The Head of HR, Director and corporate led were present for a Q&A session. The material generated was used to produce a Frequently Asked Questions list plus answers which was then published on the corporate intranet and the link emailed to all managers. The significance of drawing it to the attention of managers was that that many had expressed nervousness about discussing EDI issues with in their teams. We hoped the FAQ’s would give them confidence to open up discussions ,if nothing else they could direct employees asking difficult /contentious questioning to the website. We also encouraged managers and employees to submit additional questions. 

 

It wasn’t just managers who were nervous about discussing issues like race, gender and sexuality. Employees said they were  afraid of saying the wrong thing or using the wrong words and then being labelled or aggressively criticised. In other words they did not feel the work place was a safe place to say what you really thought. These sessions were designed to reassure employees there would be no repercussions or recriminations for saying what they were thinking in the language they would normally use to talk to family and friends. The head of HR and Director made a point of saying no one would be disciplined for use of a politically incorrect expression or word but they might be challenged on their language and everyone was expected to be courteous how ever strongly they disagreed. Like wise people were free to question and criticise the organisations policies and practices with out fear of repercussions. 

 

Making the work place a safe place to express dissent and challenge decisions,

policies and practice is not just for a work shop, one of focus group or employee engagement session it’s how managers manage, the management culture.  However until that culture is fully embedded it maybe sensible to use training events, focus groups and employee engagement sessions in the way described in this case example as part of changing attitudes and the way people behave towards colleagues. 
 

Blair Mcpherson former director author and blogger www.blairmcpherson.co.uk