Discursive Strategies and Dilemmas of Institutionalizing Social Justice in a Higher Education Setting

Abstract

This case study of a university residence services department’s attempts to institutionalize social justice reveals how organizational members’ social justice talk can affect organizational social justice outcomes. Analysis of interview and observational data identified four discursive strategies employed by organizational members: (a) delegating responsibility for promoting social justice to some members, (b) associating social justice only with promoting diversity, (c) narrowing the scope of members’ social justice action, and (d) rationalizing that the organization was not ready for social justice activism. These strategies worked together to restrict social justice activism in this organization to outcomes associated with mainstreaming social justice. Findings lead to pragmatic recommendations offered for institutionalizing social justice that could be transferable to this and other similar organizations.