Why is cultural marginalisation important for organisations?

Economic, political and institutional marginalisation have all been widely studied and reported in the media.

Cultural marginalisation is another widespread and damaging phenomenon, yet it has received only fragmented theoretical attention.

Why is cultural marginalisation important for organisations, and how can understanding it help create better equality, diversity and inclusion (EDI) strategies?

Cultural marginalisation excludes an individual’s or a group’s values, beliefs and rituals from being expressed visibly as part of mainstream culture.

It often follows the same logic as other forms of exclusion but is more closely tied to identity.

Knowing how cultural marginalisation happens – and its impact – is critical for organisations.

Culture is often internalised and unconscious. We grow up with certain beliefs and values that are influenced by our particular community or society.

Organisations often operate on these internalised values. This may unwittingly alienate those from different backgrounds based on their class, gender, sexual orientation, religion, nationality, race or disability.

Many employers attempt to counter this by recognising cultural differences through symbolic acts. International Women’s Day, Black History Month, National Pride Day, and so on, have all become regular features of the corporate communications calendar.

But does this go far enough? We would argue it does not.

What is cultural marginalisation?

Understanding the mechanics of cultural marginalisation can help organisations do more and reap the rewards of a more engaged and contented workforce.

Cultural marginalisation occurs to different degrees, depending on the type of society or organisation in which people live or work.

We have identified four types of cultural marginalisation – cultural extermination, cultural isolation, cultural exiting and cultural distancing.

Cultural extermination is extreme. It includes cultural genocide, forced assimilation and segregation.

Its impact is a loss of economic and social capital and the destruction of memories and identity. Ultimately, an entire population may be eliminated if it is expedient.

Cultural isolation occurs when particular cultural groups are rejected from mainstream culture and society through repression, leading to cultural invisibility.

Cultural exiting is where groups detach themselves from the mainstream due to cultural marginalisation or milder forms of violence.

People may engage in humanitarian social justice work for their people, or, in the worst case, even join extremist groups. They may also try to preserve their culture discreetly.

Cultural distancing is a value misalignment with a dominant culture that does not represent or serve the group.

We see this commonly in organisations that unknowingly represent the values of a particular group – white, middle-class, affluent men, for example.

Why does cultural marginalisation matter?

Most of us would agree that extreme forms of cultural marginalisation, such as cultural extermination, are evil. But what about the other types?

Democratic societies need to both understand the continuum of experiences they may encounter and address the more subtle versions of marginalisation.

Why does it matter? Because the fact that cultural exclusion exists has implications for the ability to harness the talents and potential of all citizens.

Groups tend to respond to cultural marginalisation by adopting one of two strategies: cultural survival or cultural autonomy.

Cultural survival seeks to preserve culture in the absence of power, status or resources. Groups resort to this when they face higher levels of constraint.

Their strategy might be restorative, drawing on memory to maintain their culture, and situational, upholding cultural practices such as language and rituals in hidden places.

Cultural autonomy means a marginalised group may have achieved relatively more power and resources, such as in the cases of cultural exiting or cultural distancing.

They can be more creative and assertive about their identity.

But should marginalised groups be the ones driving inclusion? What responsibility do organisations have?

What should organisations do about cultural marginalisation?

Cultural marginalisation is about power. It is structural and entrenched – those with power do not surrender it easily and may actively resist sharing it.

Gender is one example. In Western societies, women have made significant advances in the last few decades. They can work and, increasingly, lead.

Yet, corporate and organisational values can reflect masculine traits, such as aggression and competitiveness.

Women who adopt a more masculine workplace style may be labelled as too aggressive.

Yet, if they work more collaboratively and compassionately, they may not be seen as ‘good leadership potential’.

Women can also be excluded more subtly from networking, socialising and ‘locker room’ talk, allowing masculine values to dominate within professional power circles.

Marginalised groups’ greater visibility in society can also provoke a backlash. An extreme example of this is shown by the regressive, patriarchal system against women’s rights in Afghanistan established after the Taliban’s reoccupation of the country.

Employees who feel culturally rejected in society are likely to lose motivation and a sense of purpose in life and work. That has serious implications for businesses and organisations as it can adversely affect productivity, collaboration and an employee’s sense of belonging.

But, when done with thoughtfulness, organisations can also play a significant role in countering cultural marginalisation.

How to address cultural marginalisation within organisations

While many workplaces have EDI strategies in place, they can often feel performative, making little difference to marginalised people.

To avoid ‘inclusion washing’, organisations should look a little deeper into how cultural marginalisation impacts on them. This means:

• Understanding the broad spectrum of ways that employees can be excluded, identifying those who are culturally marginalised, and finding ways to include them.
• Recognising that employees are human beings who experience emotions, cultural challenges and doubts – especially when they come into contact with other cultures.
• Learning how individuals from different cultures experience society and organisational cultures and how this can lead to feelings of cultural marginalisation.
• Respecting their right to maintain and express their cultural values and identities, and bridging them to encourage cultural common ground.

Listening is vital. Organisations must be sensitive to marginalised groups and establish resources to support those who face cultural marginalisation.

Leaders need to be aware of how cultural marginalisation plays out in their organisations and take steps to confront it if they want a fully engaged, happy and inclusive workplace culture.

Further reading:

Six ways to increase inclusivity as a leader

How to reduce AI bias

Does hybrid working always increase equality and inclusion

Why diversity is good for every business

Innan Sasaki is Professor of Organisation Studies. She teaches Leading and Harnessing Diversity on the Executive MBA, Executive MBA (London), and Global MBA (London).

Learn about Leading People Through Disruption and Change with a four-day programme at WBS London at The Shard.

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