Page 254 - Microaggressions in Everyday Live Race, Gender, and Sexual Orientation

228 microaggressive impact in the workplace and employment

to all employees about the importance that management gives to
diversity and organizational inclusion. It works to the advantage of
the organization because it also provides a rich source of information
(work climate, policies and practices that do or don’t work well, etc.).
2. As indicated earlier, superior–subordinate relationships, especially in
the delivery of microaggressions, have a greater detrimental impact
on marginalized groups than peer-to-peer relationships. Likewise, the
elimination of microaggressive topics can also be seen as most effective if
commitment comes from the very top levels. Diversity implementation is
most effective when strong leadership is exerted on behalf of diversity
and multiculturalism. Employees are most likely to watch the actions (not
just words) of those in leadership positions. Thus, a CEO, provost, presi-
dent, or director of a department who understands models and shows
commitment to creating an open and bias-free work environment is
most likely to effect workers in the company. Unfortunately, as indicated
throughout this book, no one, whether a custodial worker, line worker,
middle manager, or corporate CEO, is immune from inheriting the racial
biases of society and free from expressing these through microaggres-
sions. A positive role model at the leadership level also needs training
and self-exploration.
3. We mentioned that organizations need a vision statement that frames
multiculturalism and diversity into a meaningful operational defi nition.
Words and statements may sound inspired, but not yet be completely
implemented. To move toward creating an inclusive environment
that truly values equal access and opportunity, organizations would
be well advised to develop a multicultural and diversity action plan
with clear objectives and timelines to address disparities in the com-
pany, to create a welcoming environment, and to institute inservice
training. Many companies will form multicultural units or committees
to discuss and explore racial and gender barriers, but not give these
units the authority to institute change. Part of this is related to a lack
of action plans with specifi c time frames for implementation of diversity
goals.
4. Although well intentioned, many multicultural implementation commit-
tees or groups have little power or influence. Even with timelines and

clear objectives, recommendations may go unheeded or remain unread.
We have emphasized throughout that organizational change involves
power. Organizations most successful in becoming inclusive advocate

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