In an increasingly polarised world, finding common ground can feel like an insurmountable challenge. Yet, it’s more important than ever to bridge divides and come together, even when it seems we have little in common.
Drawing from my experiences as a transgender woman and my work in fostering inclusive cultures, I believe there is a path forward.
This path will not only help us find common ground but will also encourages positive experiences, ensuring that everyone feels respected, valued, and empowered.
Breaking down barriers: Overcoming entrenched beliefs
Having navigated a world of strong opinions and entrenched views, I’ve seen how polarisation creates barriers. I’ve personally witnessed how these entrenched beliefs can hinder progress.
Imagine for one moment that this polarisation and entrenchment is a medieval castle, where those people with privilege or the leaders are fortified within, one where they pull up the drawbridge and leave the voiceless or marginalised on the outside to shout, scream and protest.
From working with marginalised groups to corporate leadership, empathy is key.
When we create this polarisation, it will stifle any dialogue and understanding – resulting in the attack and defense of those views or position, and making open communication and cooperation seem impossible.
For collaboration and understanding to begin, the drawbridge must be lowered, everyone must lay down their arms to come around the table and foster meaningful human connections.
The real price of division: Impact on lives and organisations
Division isn’t just theoretical. I’ve encountered many instances where others have held strong opinions about my existence. This impacts my personal life and influences how I engage with the world. I’ve seen these divides affect organisations’ ability to create inclusive environments.
When we ignore someone’s lived experience, we risk creating cultures where collaboration, innovation, and mutual understanding are stifled. Each of us has a deeply entrenched belief system, are you aware of your own?
Unlocking empathy: The key to meaningful dialogue.
However, there is hope. By embracing empathy and fostering dialogue, we can begin to dismantle these barriers. I advocate for ‘destination thinking’—shifting focus from past conflicts to shared future goals. This method allows for a forward-thinking approach, creating space for constructive conversations.
Understanding others’ perspectives unlocks greater potential for collaboration. Much of what we believe is locked in emotion and feelings – it is incredibly difficult to overcome that with logic and reasoning.
Can we look into the future far enough to lower our own drawbridge, and to engage in conversations with an open heart? Can we prioritise listening and understanding over the need to be right?
Flexible beliefs: The power of adaptability in leadership
To move past our entrenchment, we must learn to hold our beliefs lightly, as futurist Paul Saffo suggests with his quote ‘strong opinions, weakly held.’ Each one of us wants to be right, but defending investment and our right to be right only serves to deepen our entrenchment.
I encourage you, as a leader, to remain flexible and open to new information and perspectives. If you can embrace this mindset, it will help you move beyond common biases, such as confirmation bias and sunk cost fallacy, where we cling to beliefs despite detriment.
If we encourage flexibility in thinking and being open this allows our teams to innovate and adapt to challenges.
The art of meeting in the middle: Finding common humanity
When these entrenched positions clash, bringing people to the table is challenging. From working with marginalised groups to corporate leadership, empathy is key.
I often quote Scott Adams, creator of the Dilbert cartoon, who says that ‘Everyone is someone else’s weirdo.’ Dehumanising others diminishes our ability to understand their motivations and stories. I’ve seen firsthand how empathy and shared humanity foster environments where diverse ideas thrive.
I would like organisations to implement strategies that focus on ‘positive people experiences.’ These strategies ensure employees, customers, and stakeholders feel valued, heard, and empowered. By moving beyond performative DE&I approaches, organisations can establish lasting positive outcomes for all.
Isn’t it time we asked ourselves whether we are ready to make this transformative shift?
Beyond the surface: Understanding the ‘why’ behind beliefs
Consider this framework: E+R=O (Event + Reaction = Outcome). This formula reminds us that while we may not control events, we do control reactions, shaping outcomes.
In conversations about polarisation and beliefs, focusing on ‘why’ someone believes what they do helps us understand their reactions rather than just reacting to ‘what’ they believe.
Time we shifted focus from policies to people, from compliance to compassion
For example, if we can engage with someone whose beliefs differ, avoid focusing on ‘what’ they believe. Try asking ‘why they believe’. If we can shift to understanding the motivations and experiences behind their perspective it will allow us to build empathy and understanding for their view, and in return allow us to provide our own ‘why’.
This approach encourages leaders and teams to practice deeper listening, meeting people where they are. Understanding root causes behind beliefs, rather than challenging or rejecting them, fosters constructive dialogue.
The ‘why’ behind beliefs often ties to personal experiences shaping one’s worldview. Understanding this reveals the person behind the belief, influencing how we react. A thoughtful, empathetic reaction improves outcomes in personal relationships and workplace dynamics.
Could using E+R=O be the key to ensuring our reactions consistently lead to positive and inclusive outcomes that bridge divides?
Empowering change: Practical steps for leaders
- Foster an inclusive culture: Encourage open dialogue and create safe spaces for employees to share experiences and perspectives. This approach leads to innovative problem-solving and builds empathy across teams.
- Embrace destination thinking: Focus on shared goals and a future vision. This strategy ensures teams work towards positive outcomes for everyone involved.
- Implement inclusive recruitment practices: Ensure job descriptions, interview processes, and onboarding practices are inclusive. This attracts diverse talent and ensures equitable opportunities for all candidates.
- Prioritise psychological safety: Building a psychologically safe environment is critical. In such organisations, employees feel safe to express themselves, leading to higher engagement and productivity.
Looking forward: From ‘me and you’ to ‘us and we
Isn’t it time we shifted focus from policies to people, from compliance to compassion? I’ve seen powerful transformations when organisations take this approach. Let’s create workplaces where every individual feels valued, heard, and empowered to contribute.
I hope you agree it is time to lower the drawbridge and move from “me and you” to “us and we”… are you with me?
