Page 253 - Microaggressions in Everyday Live Race, Gender, and Sexual Orientation

Workplace/Employment: Overcoming Systemic Biases 227

The Way Forward

Overcoming Individual Biases and Microaggressions

While organizations can do much in terms of developing multicultural
philosophies to combat systemic microaggressions, reaching all employee
groups is essential. To do this effectively, institutions can begin to institute
initiatives, programs, and activities intended to (1) decrease the manifesta-
tion of microaggressions and harm to marginalized groups by allowing
them to voice their concerns, forming coalitions that allow them to vali-
date one another, and providing programs such as mentoring that allow
them to understand and eventually enter the “corridors of power,” and (2)
educating the male, straight, and heterosexual workforce in the awareness,
recognition, and impact of racial, gender, and sexual-orientation microag-
gressions. This last goal is an especially challenging one because it means
workers must begin to acknowledge their hidden biases and become moti-
vated to change their perceptions, thoughts, beliefs, and behaviors. Several
suggestions are outlined below.
1. Hearing the voices of employees of color, women, and LGBTs in the
workplace is essential for several different reasons. First, it validates
the concerns and issues of these groups, who often are made to feel
misunderstood, isolated, and devalued. Having focus groups or creating
other minority employee organizations allows their voices to be heard
by coworkers and/or management. These groups empower employ-
ees on issues of race, culture, gender, ethnicity, and sexual orienta-
tion. They may also immunize employees of color, for example, from
racial microaggressions that invalidate their racial realities. Second,
coalition-building and networking among employees of color, women,
and LGBTs should be encouraged. Organizations must recognize that
being a culturally different individual in a primarily monocultural situa-
tion can deplete energy, alienate, and discourage minority employees,
and reduce their productivity. Clustering that allows for support and
nourishment may lead to greater multicultural interactions in the long
term. It provides a comfortable climate that allows them to relax, to
be themselves, and to not be constantly vigilant. Third, organizations
that create and foster such groups are seen by marginalized employ-
ees as sincere and accepting of their voices. It sends a strong message

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