Context matters, so let's begin by establishing that race is a social construct. Chattel slavery - the first time in our history where slaves and masters were differentiated only and specifically by skin color - created the modern idea of calling some humans white and other humans Black. By the end of the 17th century, the U.S. colonies had made legal distinctions based on racial categories, attempting to solidify racial hierarchy in perpetuity. Those legal distinctions have fueled racist policy since. As a result of racist policy, racism is very real. Dr. Ibram X. Kendi notes that, "racist policy leads to racist ideas". While racist pseudoscience and and white supremacist rhetoric fueled racist policy, racist policy has fueled racist views that characterize humans called Black as lazy, violent, and less intelligent among other manufactured negative attributes. The policies that have supported the social construct of race and the resulting racist ideas, still permeate our society today.
The work of naming the social construct of whiteness and the resulting white supremacy culture, and teaching us how to dismantle them, is not new; it has been built upon by many over time. I compiled the summary below mostly based on the work of Jones and Okun (2001). This is not an exhaustive list of the characteristics of white supremacy, I'm simply highlighting six of the many characteristics that I recommend organizations prioritize addressing when creating more racially inclusive spaces:
Perfectionism - to the extent that no one's work is ever good enough and that every mistake is personal. Mistakes reflect badly on the person making a mistake rather than seen as something that is normal and possible of all humans.
Sense of urgency - this looks like aiming for quick or highly visible results at the detriment of taking the time to be thoughtful, inclusive, and democratic. The interests of communities of color tend to be sacrificed because, "we don't have time".
Defensiveness - shows up as members of an organization having to spend more energy protecting the feelings of people on the strong side of a power dynamic than making contributions to the work. When criticism of those in power is viewed as rude or inappropriate rather than constructive, those on the margins are unable to challenge the status quo.
Worship of the written word - this practice does not value the many valid ways in which information is shared. The ability to relate to others and personal interactions are not as valued as record-keeping tasks, even if relationships are important to the mission. It can also include seeing only one way to do things (as has probably been outlined and documented by those in power) and pushing the same point over and over, even when the majority of the group suggests a different decision.
Fear of open conflict - when someone raises an issue that causes discomfort, the person raising the issue becomes the problem rather than the issue raised that actually identified a problem. The emphasis on being polite supercedes genuine efforts to improve practices, services, and experiences.
Individualism - valuing competition over collaboration and a desire for individual recognition and credit. This can also look like up and down accountability rather than side to side; even if something was a group effort, leaders or those with most visibility receive credit and praise.
When we know better we do better. For anyone participating in the work of liberation, it's important to examine, recognize, and interrupt all systems of oppression, especially white supremacy. The following will hopefully help folks at any point on that journey. Disclaimer: sometimes I give tips, but please note I never give steps; steps imply gradually moving toward a finish line and the work of inclusion, belonging, and liberation never ends. This work is cyclical, nuanced, simultaneously overlapping and divergent, and messy; not linear. With that said, here are six tips for doing the work of inclusion and belonging with a focus on racial equity:
Develop an asset-based and growth-focused culture where all work and efforts are appreciated and mistakes are seen as opportunities for learning; any time spent on mistakes is focused on lessons learned and improving practice, not demoralizing individuals. Spend more time on what went well and next steps than on picking apart possible mistakes.
Create workplans with realistic time frames that include buffer time in case anything goes wrong and include explicit goals for equity and inclusivity.
Archeology of self work (Sealy-Ruiz) - work on yourself, understanding your own world view, biases, and motivations. Extend that work by working to understand the link between defensiveness and fear (fears of losing power, losing face, or of being uncomfortable). Examine how defensiveness and/or resistance to new ideas may get in the way of the organization's mission.
Recognize that there is more than one right way to communicate. Recognize the contributions that every person brings to the organization and allow them to bring their best selves and use their strongest communication skills. Look at how different communication styles and modalities might improve your organization's approach. Accept that there are many ways to reach the same goal and honor group decisions and, especially, marginalized voices.
Discuss and role play ways to handle conflict before conflict happens, allowing those who hold the least power and privilege to have a voice.
Create a culture of collaborative problem-solving, where staff meetings are a place to solve issues - with trust in everyone's abilities- rather than simply reporting activities. Establish collective goals and opportunities for collaborating across job responsibilities.
Let's Chisel Away,
Dr. Violet Jiménez Sims
Co-owner and Lead Consultant
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