Polarisation at Work

What is polarisation at work?

Polarisation at work happens when employees feel that their workplace is divided on certain issues, and that these divisions have become deeply entrenched, and are unlikely to change. 1

Polarisation can blur the lines between the workplace and the public domain. While sometimes workplaces can become polarised on internal issues (e.g. workplace change, internal policy), other times it arises when public debate on social issues (e.g. politics 2, class inequality 3, social justice movements 4 ) starts playing out in workplaces.

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How to address polarisation at work

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  1. Definition based on Edelman,“2023 Edelman Trust Barometer: Australia Report”, Edelman, 2023, p. 19.
  2. R. Carucci and C. Mehl, “Preparing your team for a year of intense political polarisation,” Harvard Business Review, 22 February 2024.
  3. Edelman,“ 2023 Edelman Trust Barometer: Australia Report” mentioned economic pessimism as a major factor of polarisation p. 21, with the “Rich and powerful” seen as the biggest divisive force which exploits differences in Australia, p. 23.
  4. V. Sojo and M. Evans, “From #BlackLivesMatter to real workplace change”, Pursuit, The University of Melbourne, 10 June 2020.
  5. Edelman,“ 2023 Edelman Trust Barometer: Australia Report”,  p. 18 and 22 identifies distrust as both the cause and consequence of polarisation, stating that distrust breeds polarisation.
  6. Edelman,“ 2023 Edelman Trust Barometer: Australia Report.”
  7. Ibid.
  8. Diversity Council Australia (R. D’Almada-Remedios) DCA Inclusion@Work Index 2023-2024: Mapping the State of Inclusion in the Australian Workforce, Sydney, Diversity Council Australia, 2024, p. 19.
  9. Edelman,“ 2023 Edelman Trust Barometer: Australia Report”, p. 18 and 22 identifies distrust as both the cause and consequence of polarisation, stating that distrust breeds polarisation
  10. Adapted from F.X. Frei and A. Morriss, “Begin with trust”, Harvard Business Review, June 2020.
  11. Ibid.
  12. D. Chow & J. Lees, “3 Strategies to Address Political Polarization in the Workplace”, Harvard Business Review, 29 July 2021.
  13. J.A. Minson and F. Gino, “Managing a Polarized Workforce”, Harvard Business Review, 2022.
  14. J.A. Minson and F. Gino, “Managing a Polarized Workforce”.
  15. Ibid.
  16. D. Chow & J. Lees, “3 Strategies to Address Political Polarization in the Workplace”.
  17. K. Jehn and E. Mannix, “The Dynamic Nature of Conflict: A Longitudinal Study”, Academy of Management Journal, Vol. 44, No. 2, 2001.
  18. Outcomes adapted from A. Gallo, “Why we should be disagreeing more at work” Harvard Business Review, 4 January 2018.
  19. P.J. Zak, “The neuroscience of trust”, Harvard Business Review, January 2017.
  20. J. Butler, “Why we’re backing yes: organisations from law to health to education on their support for the voice,” The Guardian, 10 October 2023
  21. Edelman,“ 2023 Edelman Trust Barometer: Australia Report”; J. Bryan, “Corporate Advocacy of Social Issues can drive Employee Engagement” Gartner, 5 November 2019.
  22. J. Bryan, “Corporate Advocacy of Social Issues can drive Employee Engagement”.
  23. Ibid.
  24. Ibid.
  25. Edelman,“ 2023 Edelman Trust Barometer: Australia Report”.
  26. Ibid.
  27. F. Briscoe & A. Gupta, 'Business disruption from the inside out', Stanford Social Innovation Review, Winter 2021.
  28. These reasons are adapted from the P.A. Argenti’s Three questions to guide your approach in “When should your company speak up about a social issue?” Harvard Business Review, 16 October 2020.
  29. M. Reeves, L. Quinlan, M. Lefevre and G. Kell, “How business leaders can reduce polarisation”.
  30. Ibid.
  31. M. Prengler,  K. Rogers, N. Chawla and A. Leigh, "How to be an ally to colleagues after violence against their communities," Harvard Business Review, 10 February 2023.