The tumultuous period of the past two years, marked by the ongoing pandemic, has served as an unprecedented, rapid-paced global experiment in new paradigms of work. This era has instigated a profound and perhaps irreversible shift in how society, organizations, and individuals conceptualize work and its future trajectory. While many questions remain open and data continues to evolve, a series of critical trends has emerged, significantly impacting the landscape of Diversity, Equity, and Inclusion (DEI). These trends can be broadly categorized into ‘Purpose,’ ‘People,’ ‘Process & Policy,’ and ‘Polarization & Activism.’ This article specifically delves into the complex dynamics of polarization and activism, exploring their origins, manifestations, and profound implications for DEI initiatives within contemporary organizations.
The Genesis of Division: Societal Polarization in the Pandemic’s Wake
As communities worldwide cautiously re-emerged from cycles of lockdowns and restrictions, a complex tapestry of human emotions unfolded. Feelings of sadness, profound loss, persistent fear, a pervasive lack of control, and simmering anger became commonplace. These individual and collective sentiments were not confined to personal spheres but inevitably spilled over into the broader societal fabric, creating palpable fissures and exacerbating existing divisions. Research conducted across 17 countries starkly illustrated this trend, revealing that a staggering 60% of individuals perceived their societies to be more divided than prior to the pandemic, representing a 30% increase from pre-pandemic rates, according to a Pew Research Center study published in June 2021.
This societal fragmentation quickly permeated the workplace, introducing unprecedented challenges for employers and employees alike. One of the most contentious issues centered on the implementation of ‘no jab, no job’ policies, or requirements for vaccination to return to physical offices or interact with colleagues and customers. For a significant segment of the population, such mandates were viewed as a necessary and responsible measure for public health and personal well-being, a collective effort to mitigate the spread of a deadly virus. Conversely, for others, these policies represented an egregious overreach, an unwarranted infringement on individual liberties and bodily autonomy. This fundamental divergence in perspectives ignited intense debates, protests, and legal challenges, creating deeply polarized environments within organizations and society.
The widespread frustration and fatigue generated by the pandemic manifested globally, with reports indicating over 50,000 protests related to COVID-19 across various nations, as highlighted by reports from sources like The Telegraph. This collective strain also gave rise to phenomena such as ‘COVID rage,’ evidenced by a disturbing increase in accounts of customer abuse directed at workers, particularly within the hospitality and service sectors. Harvard Business Review noted an alarming rise in such incidents, with one report from One Fair Wage indicating that up to 80% of workers in these sectors had either witnessed or personally experienced customer mistreatment. This hostile environment not only posed immediate threats to worker safety and mental health but also underscored the deep-seated tensions bubbling beneath the surface of everyday interactions.
Further compounding these issues was the stark amplification of wider inequalities. Access to vaccinations, which became a critical determinant for restarting economic activity and resuming a semblance of normalcy, was anything but equitable. The chasm between the ‘haves’ and the ‘have-nots’ — those with ready access to life-saving vaccines and economic opportunities versus those without — became acutely apparent, both domestically and on a global scale. This disparity further fueled resentment and a sense of injustice, contributing to the overall climate of social unrest and polarization.
A Deepening Crisis of Trust: Beyond the Pandemic’s Immediate Impact
While the pandemic certainly acted as a catalyst, the erosion of trust in public officials and civic institutions has been a simmering concern for years, predating the global health crisis. This long-term trend reached a critical juncture during the pandemic, revealing a profound skepticism that had taken root, particularly among younger generations. A global study conducted in August 2021 by the World Economic Forum, involving analysis of the Edelman Trust Barometer data, revealed a startling sentiment among Millennials and Generation Z. Their lack of trust in traditional governance ran so deep that many expressed a higher "faith in governance by a system of artificial intelligence than by a fellow human being." This preference stemmed from widespread disillusionment with "ongoing concerns of corruption and stale political leadership, as well as the constant threat to physical safety caused by surveillance and militarized policing against activists and people of color."
This generational distrust is rooted in a confluence of factors, including the perceived failures of institutions to address climate change, economic inequality, and systemic injustices. Events like the 2008 financial crisis, repeated political scandals, and a growing awareness of corporate malfeasance have chipped away at public confidence. For younger generations, who have come of age in an era of digital transparency and heightened social awareness, the gap between stated values and actual institutional behavior is glaringly apparent. This pervasive skepticism meant that when the pandemic struck, many individuals approached official directives and pronouncements with a pre-existing lens of doubt, further complicating public health efforts and fueling conspiratorial thinking.
The Catalyst for Change: Social Justice Movements and Employee Activism
Against this backdrop of pre-existing and pandemic-exacerbated polarization, a pivotal moment arrived in May 2020 with the tragic murder of George Floyd. This event ignited a global wave of Black Lives Matter and anti-racism activism, with protests and demonstrations occurring in over 60 countries worldwide, according to reports from Wikipedia and various news outlets. The raw visibility of systemic racial injustice compelled a broader societal reckoning, and crucially, these discussions and demands for change rapidly migrated from the streets into the corporate boardroom and the digital workplace.
Employees, now more than ever, began to demand that their workplaces and leaders actively engage with and take a definitive stand on critical social issues. Global research from the Edelman Trust Barometer’s 2021 Special Report on The Belief-Driven Employee indicated that as high as 76% of employees expected and demanded their workplace leaders to articulate clear positions on societal matters. This represented a significant departure from previous eras where corporations often maintained a neutral stance on controversial topics. The expectation shifted from mere corporate social responsibility (CSR) initiatives to a genuine integration of social values into core business practices and leadership rhetoric.
Furthermore, employees were not content to simply observe; they felt energized and empowered to take action themselves if they perceived a lack of organizational commitment or a need for more urgent change. The same August 2021 Edelman survey highlighted that 60% of employees felt empowered to act as change-makers within their workplaces. More strikingly, 75% globally stated they would take action to advance urgently needed changes within their organization, with a substantial 40% indicating a willingness to go public through whistleblowing, protesting, or social media posts. This willingness to leverage public platforms underscored a new level of employee agency and a reduced fear of professional repercussions, driven by a strong moral compass and a belief in collective action.
The United States, in particular, witnessed a significant resurgence of interest in labor unions. Employees increasingly viewed unions as vital instruments for safeguarding human rights at work, ensuring fair treatment, and providing a collective voice in the re-design of organizational cultures and policies. This renewed fervor for collective bargaining was vividly demonstrated in October 2021, when more than 25,000 workers were on strike across various industries, a substantial increase compared to the average of 10,000 workers on strike during the preceding three months, as reported by The New York Times. This wave of strikes, often termed "Striketober," reflected deep-seated grievances over stagnant wages, unsafe working conditions exacerbated by the pandemic, and a demand for greater respect and dignity in the workplace. It signaled a profound shift in the power dynamic between labor and management, with employees demonstrating a greater willingness to disrupt business as usual to achieve their demands.
The Leadership Imperative: Bridging the Credibility Gap
The landscape has undeniably transformed, but the critical question remains: have organizational leaders truly acknowledged and adapted to these seismic shifts? Evidence suggests a persistent gap between employee expectations and corporate action. The Edelman survey revealed that only 48% of respondents believed their employers were genuinely acting on their stated values. This disconnect carries significant risks, potentially eroding trust, diminishing leadership credibility, and ultimately undermining employee engagement.
This credibility gap is a major contributing factor to the ongoing "Great Resignation" or "Great Reevaluation." The Edelman report indicated that a significant 33% of employees quit their jobs because their employer "didn’t speak out about a societal or political issue the employee felt it had an obligation to address." This data underscores a fundamental truth: the era of the silent executive on DEI and social justice issues is unequivocally over. Similarly, the tolerance for well-intentioned but ultimately performative public statements, unaccompanied by tangible organizational change, has evaporated. The contemporary standard for effective leadership now demands an inclusive approach, characterized by concrete actions that demonstrate genuine allyship, moving beyond mere declarations to tangible, impactful initiatives. Leaders are expected to be proactive, transparent, and authentic in their engagement with complex societal issues, understanding that their silence is often interpreted as complicity or indifference.
Broader Impact and Future Outlook for DEI
The intersection of heightened polarization and increased employee activism places Diversity, Equity, and Inclusion squarely at the center of organizational strategy. DEI is no longer a peripheral HR function but a critical component of talent attraction, retention, and overall business resilience. Organizations that fail to address these trends risk not only losing valuable talent but also facing reputational damage and internal discord.
The four identified trends—Purpose, People, Process & Policy, and Polarization & Activism—are deeply interconnected. A strong sense of organizational purpose, genuinely communicated and enacted, can serve as a unifying force, helping to mitigate the divisive effects of polarization by providing a shared vision. People-centric policies, focusing on employee well-being, psychological safety, and equitable treatment, are crucial in addressing the root causes of disaffection that fuel activism. Robust processes and policies that actively promote inclusion and address systemic biases are essential for building trust and demonstrating a commitment to real change, thereby preempting or constructively channeling employee activism.
The challenge for leaders is to navigate this complex terrain with integrity and strategic foresight. This involves fostering environments of psychological safety where employees feel empowered to voice concerns without fear of retaliation. It demands transparent communication channels and genuine dialogue, even on sensitive topics. Furthermore, it necessitates a critical re-evaluation of organizational values to ensure they are not merely aspirational statements but are deeply embedded in daily operations, leadership behaviors, and decision-making processes. Investing in comprehensive inclusive leadership training is paramount, equipping leaders with the skills to facilitate difficult conversations, manage conflict constructively, and champion diversity in action.
Strategic Reflections for Organizational Leaders
In this highly ambiguous and fast-changing environment, leaders must engage in continuous self-reflection and organizational assessment to ensure their DEI strategies remain relevant and effective. Key strategic considerations include:
- Assessing Organizational Readiness: Understanding the current pulse of the organization regarding social issues. Are there existing channels for employees to express concerns? How are these concerns currently being addressed?
- Defining Leadership Stance: Articulating a clear, authentic, and consistent position on relevant social and political issues that aligns with organizational values and mission. This is not about taking a stance on every issue but on those deeply impacting employees and stakeholders.
- Empowering Employee Voice: Creating safe and structured platforms for employees to engage in dialogue, share perspectives, and contribute to solutions related to DEI and social justice. This includes supporting employee resource groups (ERGs) and fostering inclusive communication.
- Translating Values into Action: Moving beyond performative allyship to implement concrete policies, practices, and initiatives that demonstrate a genuine commitment to equity and inclusion. This involves measurable goals and transparent reporting.
- Building Inclusive Capabilities: Investing in training and development for all leaders and managers to equip them with the skills to manage diverse teams, navigate difficult conversations, and address bias and discrimination effectively.
- Addressing Root Causes of Polarization: Understanding the specific drivers of division within the organization and implementing targeted interventions to foster empathy, understanding, and collaboration across differing viewpoints.
Concluding Thoughts and Practical Applications
The pandemic era has undeniably accelerated a pre-existing trend towards greater employee consciousness and activism regarding social and political issues. The imperative for organizational leaders to respond authentically and decisively has never been stronger. The shift from passive observance to active engagement on DEI matters is not merely a moral obligation but a strategic imperative for talent retention, brand reputation, and long-term organizational success.
This article series, including detailed examinations of ‘People,’ ‘Process & Policy,’ and ‘Purpose,’ offers a comprehensive framework for understanding these evolving workplace dynamics. We extend our gratitude to Barry Phillips for inviting Lisa to deliver an HR Master Class as part of Legal Island’s invaluable support for DEI change-makers. That September 2021 session provided a crucial platform for discussing these pandemic-era research trends and their implications for DEI strategies.
We believe that this summary of emerging workplace trends from the pandemic era will serve as a vital resource, sparking new areas for reflection and strategic action as organizations continue to prioritize DEI and inclusive leadership. For organizations seeking advisory consulting, coaching, or speaking engagements on these critical topics, please reach out to us at [email protected].
To support these efforts, several "Inclusion Nudges" — behavioral science-based interventions designed to make inclusion the default choice — can be particularly effective:
- Show Data to Easily See Problems & Do Actions: By presenting clear, digestible data on inequalities and their impact, organizations can bypass cognitive biases and motivate individuals to acknowledge issues and take concrete steps towards resolution. This helps bridge the gap between awareness and action, crucial for addressing deep-seated problems.
- Alternative to Diversity Excuses: This nudge helps leaders and employees challenge and dismantle common excuses for lack of diversity, fostering a mindset of accountability and problem-solving rather than deflection. It addresses the resistance often encountered when pushing for significant DEI change.
- Images Framing Immigrants as One of Us & Re-frame ‘Migrant’ to ‘Human’: These nudges address xenophobia and prejudice by altering the framing and imagery associated with marginalized groups. By humanizing individuals often depicted as ‘others,’ they foster empathy and reduce the likelihood of polarization based on identity.
- Anti-Xenophobia Campaign Realising What We Lose: By highlighting the tangible benefits and contributions that diverse groups bring to society and organizations, this nudge shifts the narrative from perceived threats to mutual gains, countering fear-driven divisions.
- Counter Stereotypes Using Images & Social Media: This nudge actively challenges and dismantles harmful stereotypes by promoting diverse and accurate representations, particularly through powerful visual media. It can help reshape unconscious biases that fuel discrimination and polarization.
These practical tools, coupled with strategic leadership and genuine commitment, can empower organizations to navigate the complexities of polarization and activism, transforming challenges into opportunities for building more equitable, inclusive, and resilient workplaces.
Want to read more? See these other blog articles:
- SERIES: The Pandemic-Era Shifts in Work & DEI: Read the other 3 articles in this series (PEOPLE, PROCESS & POLICY, and PURPOSE), as well as the FULL ARTICLE.
- Ally by Actions – Not by Posting on Social Media
- Ally Through Empathic Perspective Taking
- Ask Lisa & Tinna: How Do I Create New Inclusive Workplace Models?
