Productive disruptions? : responding to racism and diversity in the workplace through anti-racism practice within local government in Australia

Abstract

Racism is too commonplace within workplaces and can undermine the benefits of workplace diversity. Racism has particular force when it is systemic or embedded, a phenomenon known as institutional racism. Despite its prevalence, there has been limited theoretical and empirical focus on institutional racism and how to address it through effective anti-racism practice. Challenging racism is also increasingly entangled with addressing the tensions of diversity. When not well managed, workplace diversity can exacerbate racial tension and lead to conflict and negative work outcomes. The aim of this research was to study the nature of and responses to institutional racism and diversity within workplace/employment contexts. A further aim was to understand the benefits and challenges of workplace diversity and anti-racism practice. These aims were investigated through the implementation of a workplace diversity and anti-racism intervention within two local government organisations in Victoria, Australia. Using a design of case study and ethnographic research, multiple methods of data collection and analysis were employed, including 18 months of participant-observation, 20 key informant interviews and analyses of workplace surveys (n = 403; n = 366) and organisational documents. This study contributes to literature on institutional racism, workplace diversity and antiracism and brings together understanding of these interlinked concepts in an organisational level analysis and in the context of Australian local government for the first time. It reveals the importance of context, culture, structure and agency in understanding institutional racism, diversity and anti-racism practice. In particular, Schein's (2004) model of organisational culture was adapted to categorise how racism and support for diversity and anti-racism co-existed at different levels of organisational culture within local government, including signage and symbols in the physical environment, as well as practices and ceremonies that acknowledged diverse groups. The study also applied Ahmed's (2006) notion of non-performative anti-racism (i.e. gaps between performative commitments and practice) and 'followed around' commitments to diversity and anti-racism in order to examine the extent to which statements had translated into action. Findings of this study support other research on the benefits of workplace diversity, including enhanced organisational effectiveness, increased debate and creativity, and opportunities for social bonding. However, there were also challenges to diversity, including racism and tensions regarding the accommodation of cultural difference. In the workplace, racism occurred at both the interpersonal and institutional level and was manifest through prejudiced attitudes and behaviours as well as organisational structures, policies, practices and cultures. More subtly, racism was expressed as discomfort with diversity and resistance to the accommodation of difference, pointing to the racialised nature of place and structures of power and privilege. In terms of antiracism practice, this study found that commitments to anti-racism were both performative and non-performative (Ahmed, 2006). Generally, there was a preference for 'softer' anti-racism strategies, while 'harder' structural level interventions, such as significantly altering recruitment practices, were met with resistance. Anti-racism was also non-performative, where observation of verbal support for a positive discrimination policy revealed gaps between statements of commitment and practice. However, the presence of diversity and anti-racism intervention had the potential to disrupt racism and alleviate resistance to institutional change. In particular, visible commitment by organisational leaders and other change agents helped to drive and sustain change, while workplace cultures that valued diversity established accountabilities around stated commitments. These findings, including differences between the case study sites, underscore the importance of context, culture, structure and agency in understanding institutional racism and adopting workplace diversity and anti-racism approaches that build on local, contextual factors. These contextual factors can generate different and changeable outcomes and create the potential for distinct possibilities over space and time. Diversity and anti-racism co-exist with institutional racism. Despite its structural and universal drives, racism can be disrupted by the presence of diversity in the workplace and inclusive workplace structures, cultures, policies and practices that support and sustain normative commitments to diversity and anti-racism.

Date of Award	2016
Original language	English