Professor Onyeador examines topics surrounding social cohesion, particularly conflict as it relates to racial dynamics. Her research is particularly timely given the politicized conversations around discrimination in hiring and the emotional well-being of minorities at work. Her recent scholarship peels back the veil on how we connect across cultural barriers and can help us foster positive employee dynamics to soothe discord.

When we’re thinking in organizational terms, it’s easy to forget that the core of larger social narratives lies in relationships between two or more people. Each employee is a complex individual with the capacity to find common ground with their colleagues. With guidance from Professor Onyeador’s discoveries, leaders can develop enduring measures to foster intergroup dialogue.

It’s helpful to begin with a temperature check to ascertain the existing climate inside your organization. After that, there are some concrete steps leaders can take to quell tension:

1. Stay informed about the reality of social disparities and disseminate up-to-date statistics when relevant.

   • Historical patterns routinely show marginalized groups, such as Black Americans, immigrants, and women, have access to fewer opportunities than dominant groups, namely straight men and white people.
   • However, members of dominant groups believe that discrimination has improved far more than it actually has. In a study of white, Black, and Latino men, Professor Onyeador found that these men believed the gender wage gap had closed as of the 21st century, or in some cases, that women had an advantage over men.
   • Similarly, Professor Onyeador’s research shows us that when dominant groups—such as white men—are told that they have social privilege, they get defensive or deflect the subject. Moreover, they often flip the script, framing themselves as victims** of efforts to create more opportunities for historically marginalized groups.

   It’s critical to know the facts. Leaders should keep abreast of the latest data on gender and racial parity, and consider contextualizing their commitments to pay parity and other equity initiatives in this broader context.

2. Respect your employees’ concerns about social issues and listen with sincerity.

   Workers may vary in how open they are about their beliefs at work, but many will care deeply about timely policy issues.

   • Professor Onyeador illustrates that emotional engagement, particularly anger, and outrage about moral injustices, can catalyze mass movements. Leaders need not take a public stance on a high-profile issue (though they may do so), but they can still acknowledge that employees may be experiencing strong emotions about it and deserve compassion and support.

3. Create opportunities for teams to co-mingle outside of their comfort zone.

   • Professor Onyeador’s research shows us that when people have strong friendships with people of other groups, they develop an investment in that group’s well-being. One way this investment may play out work: white individuals who have meaningful friendships with Black peers will support policies that help Black employees advance.
   • The best way to help people care about each other is by creating spaces to build trust. Cross-functional team collaborations, mentorship programs, joint projects, and more informal intergroup interactions can lead to real friendships.