Don’t get bogged down by the backlash

Abstract

Severe opposition is a measure of success (because) one inevitable result of winning a majority change in consciousness is a backlash from those forces whose power depended on the old one.-Gloria Steinem, 1971, American journalist and social activistThe extensive backlash against diversity, equity, and inclusion (DEI) is striking, including the Stop W.O.K.E. and Don't Say Gay Acts, an Executive Order to minimize diversity training, and anticritical race theory bills (Follmer et al., 2024).Drawing on insights from the strategic change literature (Amis et al., 2004) and historical precedent, we argue that debate and the resultant opposition are normative components of transformative progress.Indeed, the strategic change literature illuminates that addressing resistance is necessary for achieving multilevel shifts toward diverse and inclusive workplaces.We also highlight marked parallels between the current DEI opposition and societal reactions to prior mega-events, illustrating that previous social movements have fostered progress despite resistance.Even with the resistance and delays outlined by Follmer and colleagues, we conclude that meaningful progress is being made, although the full extent of growth will take time to manifest.Strategic change is inherently challenging because societies are multilevel systems with individuals, educational institutions, organizations, and laws influencing DEI progress (Amis et al., 2021).The complex social system of interdependent entities makes predicting reactions difficult, as the same initiatives can be met with defiance and optimism (Leslie, 2019).This complexity is compounded by differing opinions on the optimal speed of change (Feloni, 2021;Fiss & Zajac, 2006).Successfully navigating change requires coordination across levels toward a common goal while progress is impeded by oppositional forces (Shipp & Richardson, 2021).Practices tend to be continuously questioned and evolve, with no specific endpoint for achieving DEI (Langley et al., 2013).People have various goals, needs, and interests, and are unlikely to commit to change unless it aligns with their values (Plowman et al., 2007).Some people will be willing to comply with organizational values despite personal disagreement, so leaders have an opportunity to profoundly shape collective judgments (Bitektine & Haack, 2015).Leaders' public condemnation of racism can systematically improve cross-race relations and reduce discrimination (Colella et al., 2017).Furthermore, this relationship is reciprocal; employees and customers can amplify leader activism (Hambrick & Wowak, 2021).However, individuals with the most to lose from strategic change tend to exhibit the most opposition, so organizations should anticipate some resistance to diversity goals (Hambrick & Lovelace, 2018;Shore et al., 2011).Public utterances of antidiversity rhetoric can profoundly destabilize change efforts (Confessore, 2024).Consequently, achieving significant transformation is complex and time consuming because changing fundamental beliefs is gradual and cannot be imposed (Amis et al., 2002).Large-scale

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