Decentering Whiteness in the Workplace

Whiteness isn’t just about skin color—it’s a system of norms and behaviors that prioritizes some while marginalizing others. How can we truly create inclusion if we don’t confront it?

1. Understanding Whiteness as a Social Construct

Whiteness is more than a racial category; it's a system of power and privilege established through historical and cultural dominance. Its roots lie in European colonialism and practices like slavery that created hierarchies to favor white Europeans over marginalized groups. These hierarchies were institutionalized through laws and customs.

In the US, whiteness evolved to consolidate power for early colonizers, creating an artificial division among groups. For example, during 1600s slavery, whiteness excluded African and Indigenous communities and framed them as inferior. Later, to bolster solidarity among European immigrants, whiteness extended to include groups like the Irish and Italians—former outsiders who benefited from the system's privileges.

Today, these patterns still linger, subtly dictating who gets opportunities and who doesn’t. Indicators of whiteness—names, accents, appearances—impact everything from job callbacks to workplace dynamics. While individual acts may appear minor, they collectively create a biased system that perpetuates racial inequities.

Examples

• Historical laws that denied African Americans voting rights and property ownership.
• Eurocentric hiring biases, such as preferential treatment of "white-sounding" names in job applications.
• Hair discrimination against non-European hairstyles in professional environments.

2. Hidden Workplace Norms that Perpetuate Bias

Workplace policies and cultures often favor white norms, alienating employees of color. Dominant traditions like communication styles or social activities reflect white preferences, making it harder for marginalized groups to find belonging.

Take Marcus, for example, a marketing manager who felt excluded at his team retreat. From unfamiliar meal options to sports activities he couldn’t relate to, Marcus faced an environment designed without his cultural experiences in mind. These subtle signals told him to adapt rather than feel included.

This daily exclusion creates stress for employees of color. Their need to assimilate or suppress parts of their identity drains energy, reducing their ability to contribute fully. Organizations lose out—not only on innovation but also on the morale and engagement of all staff members.

Examples

• Cultural references in meetings that ignore non-white experiences.
• Team lunches and events that exclude dietary or cultural needs.
• Informal workplace conversations that bond white employees while alienating others.

3. The Impact of Centering Whiteness

Centering whiteness in organizations leads to harmful consequences for employees and the workplace as a whole. Non-white employees experience isolation, reduced career advancement, and burnout. This dynamic also limits access to diverse ideas and innovative solutions.

When workplace culture revolves around one group’s standards, marginalized voices are often overlooked in decision-making. Consider the "curb cut effect," where systems designed with the most vulnerable in mind help everyone. By refusing to prioritize non-white groups, workplaces miss opportunities that could elevate everyone.

Building policies and cultures that focus on marginalized groups benefits the entire organization. Instead of just showcasing diversity during special events, acting on systemic inequities creates real change.

Examples

• Non-inclusive hiring panels that inadvertently block diverse applicants.
• Employees of color hesitating to share ideas for fear of being dismissed.
• Cuisines or celebrations being tokenized rather than integrated meaningfully.

4. Rethinking Recruitment and Hiring Practices

Recruitment often reflects the biases of dominant culture, pushing qualified candidates from marginalized groups out of the running. Without intentional change, organizations fail to attract or retain a diverse workforce.

Job descriptions, for example, frequently demand qualifications that disproportionately disadvantage underprivileged groups. Insisting on unnecessary degrees or using coded language filters out potential talent. Additionally, networking and referrals often privilege existing connections in homogenous professional circles.

To create fair hiring, organizations must actively seek out candidates from underrepresented groups. This means reassessing job criteria, implementing blind resume screenings, and using diverse evaluation panels during interviews.

Examples

• Job postings requiring advanced degrees irrelevant to the actual responsibilities.
• Hiring networks that rely heavily on internal referrals, excluding outside candidates.
• Blind resume review processes that omit names to prevent bias.

5. Elevating Accountability

Real workplace change requires measurement and accountability at every level. Leaders and teams must actively track how employees experience bias and inequity within the workplace.

For example, anonymous workplace surveys can reveal where employees feel unsupported or discriminated against. Leaders who include inclusivity metrics in performance reviews show employees that the organization is serious about their well-being. Honest self-reflection from leadership also sets a tone of vulnerability and shared accountability.

Organizations that fail to prioritize accountability often stall progress. By contrast, those that embrace it cultivate environments where all employees feel empowered.

Examples

• Anonymous diversity and inclusion surveys that highlight disparities.
• Management training focused on unconscious bias and anti-racism.
• Regular audits to ensure policies reflect equity and fairness.

6. Building Inclusive Systems from the Ground Up

Inviting marginalized groups into existing systems won’t fix inequities; the systems must be redesigned to value and reflect all cultures. This transformation requires organizations to take bold steps, challenging dominant norms and ceding power to underrepresented voices.

Actionable change includes creating shared agreements that ensure dignity for all and emphasizing varied perspectives in decision-making. For many organizations, this means addressing deeper structural inequities rather than relying on superficial acts of inclusion.

When marginalized employees feel included and empowered, their contributions transform workplace culture. Leadership gains valuable insights, while employees collaborate more easily across differences.

Examples

• Co-developing workplace agreements that prioritize marginalized voices.
• Introduced mentoring programs to uplift employees from non-dominant groups.
• Shifting team meeting dynamics to invite voices from diverse representatives.

7. Confronting Empathy and its Limits

Empathy can bridge divides—but it can also recenter dominant experiences if not done thoughtfully. White employees may unconsciously see their struggles as equivalent to systemic discriminations experienced by others, limiting understanding.

Julia’s experience in the book is a good example. Though her intentions were genuine, her attempt at empathy reduced Shonda’s challenges to something she could relate to. True empathy requires stepping beyond one’s own worldview.

Organizations can cultivate deeper empathy by creating safe learning spaces for employees to confront their biases and understand others' realities. Empathy combined with action leads to the kind of justice-oriented systems transformation workplaces need.

Examples

• Educational anti-racism workshops that widen perspectives.
• Safe forums where marginalized employees share experiences without judgment.
• Book clubs and speaker series designed to deepen awareness of systemic racism.

8. Courageous Conversations as a Culture Shift

Avoiding uncomfortable racial discussions only entrenches inequities. Organizations must actively normalize these dialogues to address systemic racism and foster deeper empathy.

Confronting inequities can only happen when people feel brave enough to speak the truth, even when it makes others uncomfortable. Leaders who model vulnerability and openness empower others to join the conversation.

Courageous conversations allow workplaces to move past performative acts toward authentic inclusiveness. Employees learn to trust that their concerns are being heard, building a culture where everyone feels ownership.

Examples

• Team meetings that explicitly address racial dynamics in the workplace.
• Leadership-led sessions on historical injustices and current inequities.
• Encouraging open forums for employees to flag concerns without fear of retaliation.

9. Empathy Driven by Justice

True empathy isn’t a one-way street or a call to soften discomfort—it’s a commitment to dismantling systems of bias and elevating shared dignity. It involves recognizing historical harm and creating actionable paths to solidarity.

When grounded in justice, empathy fuels systemic action. Employees and leaders alike come together, not to perform allyship, but to transform their workplace. This kind of empathy drives organizations toward sustainable, inclusive excellence.

By prioritizing mutual respect and equity, organizations can go beyond optics to deliver real change. Inequities lose their grip when systems evolve to reflect everyone’s potential.

Examples

• After identifying gaps in advancement, creating equitable promotion practices.
• Restorative justice programs addressing harm within teams.
• Training sessions focused on learning from marginalized leadership experiences.

Takeaways

1. Reassess recruitment practices to eliminate bias and ensure job descriptions emphasize real capabilities, not socially biased criteria.
2. Build and enforce accountability systems that hold leaders responsible for inclusion and equity, including data tracking and public reporting.
3. Create safe spaces for marginalized voices to lead conversations and policy changes while prioritizing education through workshops, book clubs, and open discussions.