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Abstract: This article discusses strategies for constructively addressing microaggressions, which are subtle verbal, nonverbal, or environmental slights that communicate hostile or derogatory messages to marginalized groups in the workplace. Microaggressions undermine diversity and inclusion efforts and have negative consequences for targets' well-being and companies' productivity and legal liability. The article defines common types of microaggressions and explains why they are important to address. It then outlines factors targets should consider when deciding whether and how to respond, and provides research-backed strategies such as respectfully educating the aggressor, describing personal impact, inquiring about intent, addressing systemic issues, setting boundaries, or removing oneself from the situation. Examples are given of how different strategies could be applied in healthcare, technology, education, non-profit and government contexts. The conclusion emphasizes that addressing microaggressions requires both individual interpersonal skills and organizational support through policies and training.
As diversity, equity and inclusion initiatives take hold in organizations across industries, a crucial yet often overlooked challenge remains—how to effectively address subtle forms of bias and discrimination that occur on a daily basis. Known as "microaggressions," these everyday verbal, nonverbal, and environmental slights, snubs, or insults, whether intentional or unintentional, communicate hostile, derogatory, or negative messages to target individuals based solely upon their marginalized group memberships (Sue et al., 2007). Left unaddressed, microaggressions have damaging consequences, compromising workplace cultures of belonging, well-being, engagement, and productivity. Yet microaggressions also represent teachable moments—for targets to assert themselves, and for perpetrators to become aware of blind spots and learn to do better.
Today we will explore strategies for constructively addressing microaggressions when they arise in the workplace.
Defining Microaggressions
Microaggressions refer to everyday exchanges that send denigrating messages to people of color, women, LGBT individuals, and other marginalized groups "because of their group membership" (Sue, 2010, p. xvi). They are subtle, often automatic and nonverbal exchanges which are "layered insults" based on one's race, gender, class, sexuality, language, immigration status, or other identity (Sue, 2010). Common micro aggressive themes in workplace contexts include:
Ascription of intelligence. Occurs when others are surprised at competency or assume affinity for certain activities based on group membership (e.g., assuming a woman is the secretary).
Second-class citizen. Occurs when a person feels their opinions are less valued or that they need to work harder to be perceived as legitimate.
Microinvalidations. Occur when the experiences or feelings of marginalized groups are negated or dismissed.
Exoticization. Happens when others sexualize, objectify, or assume stereotypical traits about identity.
The covert nature of microaggressions means targets often feel unsure if offense was intended, making the aggressions difficult to prove or address directly (Sue et al., 2007). However, their cumulative effect on the target's mental health, work performance and relationship-building cannot be underestimated.
Significance of Addressing Microaggressions
For targets of microaggressions, the psychological toll can include feelings of powerlessness, frustration, invisibility and being mentally exhausted (Sue, 2010). Physically, targets report higher stress, greater risk of cardiovascular disease and other health issues (Sue, 2010). In the workplace, microaggressions damage relationships, trust in leadership and undermine inclusion efforts. They promote attrition, as targets who feel disrespected or constantly "on guard" are more likely to leave their jobs or organizations (Jones et al., 2016).
From an organizational perspective, an unchecked micro aggressive culture directly impacts bottom lines. It leads to loss of talented employees, reduced productivity and engagement. It discourages diversity in hiring and promotion as marginalized groups self-select out of hostile environments. It also increases legal liability, as targets who perceive the environment as hostile may pursue litigation (Jones et al., 2016).
Addressing microaggressions is a social justice issue, but also a business imperative. Leaders who foster cultures of belonging see improved performance, creativity and decision-making (Herring, 2009). By developing strategies for constructively addressing microaggressions, organizations empower all staff to reach their full potential.
Deciding to Respond
For targets facing microaggressions, deciding whether or how to respond involves weighing complex factors. Safety and avoiding retaliation are top concerns that will vary based on identity, role and workplace dynamics. A target's inclination may also depend on whether they perceive the aggressor as open to feedback or a "lost cause." Some additional considerations include:
Frequency and severity of incidents: Is it an isolated occurrence or a constant stressor? Are aggressions overtly hostile or somewhat ambiguous?
Preserving relationships: How important is the relationship? Will addressing it harm the target's ability to work with that person?
Support system availability: Are allies and HR/leadership likely to believed and supported a target's experience?
Cost/benefit analysis: What are the chances of positive change through intervention versus continued harassment? How much energy is the target able/willing to expend?
Documentation: Keeping documentation of incidents may aid addressing issues higher up if needed. But self-care is also important.
With these factors in mind, in lower-stakes incidents targets may choose to overlook, politely ignore or subtly set boundaries. For ongoing or impactful aggressions, some form of respectful communication with the aggressor may be warranted if the target feels empowered to do so.
Intervention Strategies
When targets decide to directly address microaggressions, research identifies several strategies with merit. The approach taken should suit the target's communication style and assessment of what will most effectively change behavior in a particular situation or workplace culture. Allies can also employ strategies when witnessing microaggressions impacting others.
Educate Respectfully: Calmly yet assertively explaining how a remark felt invalidating or biased can increase understanding without accusations. Targets may say something like "When you said X, it came across as suggesting Y about my identity. In the future, could we avoid making assumptions?" This models polite yet forthright communication.
Describe Personal Impact: Sharing how microaggressions personally affect targets on an emotional level can foster empathy in aggressors. For example, "Comments like that make me feel disrespected and anxious about being here. I just want to do my work without feeling 'othered.'" This shifts focus to the target's humanity rather than blaming.
Inquire About Intent: Asking aggressor's kindly, "Can you help me understand what you meant by that?" gives them chance to correct their behavior, admit fault or clarify a misunderstanding, allowing for resolution. It also signifies the target's willingness to see multiple perspectives.
Address Systemic Issues: For incidents suggesting deeper cultural problems, targets may respectfully inform leadership of concerns to improve organizational policies, trainings or handling of complaints/accountability. Gathering courageous allies enhances impact of such interventions. Speak to broader issues rather than individual infractions.
Set Boundaries Firmly: If previous strategies prove futile or aggression persists, the target may need to say authoritatively yet compassionately, "Comments like that will not be tolerated. This behavior must change." Make consequences clear if transgressions continue, such as involving HR or ending engagement with the offending party.
Remove Yourself: As a last resort if feeling unsafe or unsupported, targets have the right to politely exit toxic situations by removing themselves physically or through other means like transferring departments. No one deserves ongoing abuse in their workplace.
Applying Strategies in Practice
Let's examine how these strategies may be used in specific industry contexts.
Healthcare: A nurse faces assumptions she can't juggle family due to ethnicity. Using Strategy 1 respectfully, she can inform co-workers "While I appreciate the offer to help with my shift, please don't assume my family commitments based on appearances. We all manage our lives differently."
Technology: An engineer is mistaken for administrative staff. With Strategy 2, she could say "Being addressed unprofessionally really frustrates me. I work very hard and want to focus on my contributions, not how I'm perceived."
Higher Ed: A professor of color finds complaints about course rigor linked to their identity. Employing Strategy 3, a respectful inquiry could prompt self-reflection, "I noticed that theme in your feedback. Could you help me understand what led you there so I can improve for all students?”
Non-profit: Leadership fails to address culturally insensitive jokes. Using Strategy 4, an advocacy group might share anonymized member stories and recommendations on improving the complaint process and accountability.
Public Sector: A transgender employee faces ongoing misgendering. With Strategy 5, a clear warning could be warranted, "Referring to me that way stops now. Let's move forward with respect."
Retail: Customers target frontline staff with slurs. If not addressed by management despite Strategy 4/5, Strategy 6 of removing themselves from harm may be the safest choice, such as requesting a transfer.
In each scenario, targets responded respectfully yet assertively using research-backed strategies tailored to their context and desired outcome of creating a more just and inclusive workplace culture. For meaningful change, ongoing education and systemic improvements like clear policies are also needed from organizational leadership.
Conclusion
Microaggressions inflict daily harms in workplaces that undermine diversity and inclusion goals. By developing skills to constructively address them when they occur, targets and allies can turn subtle acts of bias into learning opportunities, rather than internalizing toxicity or merely tolerating unfair treatment in silence. Organizational leaders play a key role in fostering environments where all staff feel empowered and supported to call out microaggressions respectfully through clear guidance, effective complaint procedures, accountability, and ongoing cultural competency training. With open communication and a shared commitment to continuous progress, workplaces have the potential to become spaces where people of all backgrounds can contribute freely and to their fullest potential.
References
Herring, C. (2009). Does diversity pay?: Race, gender, and the business case for diversity. American sociological review, 74(2), 208-224.
Jones, K. P., Peddie, C. I., Gilrane, V. L., King, E. B., & Gray, A. L. (2016). Not so subtle: A meta-analytic investigation of the correlates of subtle and overt discrimination. Journal of Management, 42(6), 1588-1613.
Sue, D. W. (2010). Microaggressions in everyday life: Race, gender, and sexual orientation. John Wiley & Sons.
Sue, D. W., Capodilupo, C. M., & Holder, A. (2008). Racial microaggressions in the life experience of Black Americans. Professional Psychology: Research and Practice, 39(3), 329.
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Facing Microaggressions Head-On: Effective Strategies for Addressing Subtle Bias in the Workplace. Human Capital Leadership Review, 14(3). doi.org/10.70175/hclreview.2020.14.5
