The Need for Understanding and Addressing Microaggressions in the Workplace

Abstract

The special issue on microaggressions highlighted how subtle interpersonal bias is complex, harms its targets, and reinforces established systems of inequity. The aim of this commentary is to contribute an organizational science perspective to this insightful and important dialogue. Given that the workplace is a microcosm of the broader society where adults spend most of their waking hours, studying microaggressions in this context can shed light on their unique manifestations and consequences, as well as methods to address this unique source of workplace adversity. Unlike other social contexts, many employees do not have complete autonomy over whom they interact with (e.g., choosing one’s supervisor, officemates, or clients) and what they are able to convey authentically and safely in those interactions (i.e., choices about how one responds to microaggressions). As a result, people from minoritized backgrounds must often maintain professional relationships with colleagues or supervisors who harbor bias and (un)consciously convey it via microinvalidations, microassaults, and microinsults. Further, reward systems in the world of work (e.g., wages, promotions) may not only reflect but also reinforce systems of disadvantage (e.g., who experiences social mobility). In addition to understanding microaggressions in the workplace, there is a need to actively address them. We engage with Ong et al., Johnson et al., and Spanierman et al. to suggest that organizational understanding and remediation of microaggressions offers a viable avenue for challenging systems of oppression and fostering employee and organizational resilience to adversity.