What really holds people back from stepping up as allies in support of their marginalized colleagues? For example, why don’t more men say something when they see a colleague or a customer make a sexist remark about a female co-worker?

Our research, published in the European Journal of Work and Organizational Psychology, suggests that people often hesitate to intervene when co-workers are mistreated because they themselves feel disempowered in their organizations and experience distrust and polarization.

Our findings run counter to the common assumption that people don’t step up to support marginalized colleagues because they don’t care or are unmotivated. Not seeing much action against inequity and injustice can drive this cynical idea. It’s built into many diversity, equity and inclusion training programs that rely on motivational tactics of persuasion, guilting and shaming to get people to act.

We are psychology researchers interested in how people can use their strengths to effectively support others who are marginalized. We surveyed 778 employees in Michigan and 973 employees across all provinces of Canada, representative of urban and rural areas, working-class and professional jobs, and across all demographics, including gender, race, and sexual orientation. We asked them, “What makes it hard for you to be an ally for underrepresented and marginalized people (e.g., people of color, women, persons with a disability) in your organization?”

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Low motivation represented just 8% of the barriers people cited. And lack of awareness that marginalized groups face inequities accounted for only 10% of the barriers people mentioned. Most diversity training money tends to be devoted to teaching employees about these topics—suggesting why many diversity training programs fail.

The most common barrier to allyship that our participants named was distrust and tension between people in their organization, which had them second-guessing themselves and self-censoring. People also reported feeling disempowered, like they didn’t have the power, opportunity or resources to make a real difference for their colleagues.

Why it matters

Researchers, specialists and consultants alike approach issues of workplace inequity with the assumption that to drive action, they need to first unblock potential allies’ deep-seated resistance to change. For example, specialists assume that people need to become more motivated, more courageous, less biased or better informed about existing inequities in order to act as allies.

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