Inclusion work is constantly evolving. Rarely do people intend to be exclusionary, yet intentions do not always match actions. A term that has gained significant attention is microaggression, originally coined by Harvard psychologist Chester Pierce in the 1970s to describe the subtle, everyday forms of non-inclusive behavior experienced by people of color. While the term “micro” might imply a small, insignificant event, its impact is anything but. Author Ruchika Tulshyan suggests the term “exclusionary behaviors” as a more accurate descriptor. This shift in language emphasizes the real, emotional, and career-related harm that these actions inflict. Regardless of the term used, it is critical to understand that these behaviors are not minor slip-ups. They are harmful and have a cumulative effect, taking a toll that can be likened to “death by 1,000 cuts.”
The Price of Exclusion
These exclusionary behaviors happen with a much higher frequency to women, people of color, LGBTQ+ individuals, and those with disabilities. A look at common examples reveals just how pervasive they are. Questions like “Where are you really from?” or “What are you?” subtly question a person’s belonging. Similarly, comments such as “You don’t act like a normal [BIPOC, woman, LGBTQ+ person]” can invalidate a person’s identity and experiences. In the workplace, these behaviors can manifest in even more damaging ways. For instance, studies show that women and people of color are four times more likely to be interrupted than their white male counterparts. This is not just an issue of politeness; it impacts productivity and can sideline valuable ideas, as it takes an average of 23 minutes to regain focus after an interruption.
Common Exclusionary Behaviors
Another common exclusionary behavior is “splaining,” which includes forms like mansplaining or whitesplaining. This is when someone from a majority group assumes they can explain the lived experiences of a person from an underrepresented group. This behavior dismisses the other person’s perspective and reinforces a power dynamic where one group’s knowledge is valued more than another’s. Taking credit for a colleague’s idea is another frequent occurrence, particularly for women and people of color. An idea shared by a woman of color may be dismissed, only to be praised when a white male colleague presents the same concept minutes later. These actions, whether intentional or not, create an environment of exclusion and distrust.
The cumulative effect of these behaviors is known as “weathering,” a concept that describes how the aggregated stress from both systemic and interpersonal racism can lead to premature biological aging and negative health outcomes, particularly for Black people. This highlights why it is so crucial to address exclusionary behaviors and not dismiss them as isolated incidents. When we witness these behaviors and do nothing, we become bystanders. To combat this, we must become “upstanders.” An upstander is an individual who takes action and speaks up when they see or hear something non-inclusive.
The Allyship Solution
Allyship is central to becoming an upstander. An effective ally doesn’t assume they know what it’s like to walk in another person’s shoes. Instead, they listen, learn, and follow the lead of those from marginalized groups. When a non-inclusive incident occurs, an ally asks themselves, “What if I say nothing? Am I okay with this happening again?” These questions help move beyond an initial emotional reaction to a more thoughtful and empathetic response. By speaking up, an ally not only signals that the behavior is unacceptable but also creates a sense of safety for the person being targeted, showing them that they have support.
Ultimately, boosting inclusion is a process of intentional, consistent action. It requires individuals to put their “radar up” to spot subtle exclusionary behaviors, to understand their harmful impact, and to actively intervene. Organizations that fail to address these issues often see higher turnover rates among women and people of color, who leave at two to three times the rate of their white male colleagues. By being mindful of our language, holding ourselves and others accountable, and actively practicing allyship, we can create more inclusive environments where everyone feels valued and respected.
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