I first heard the term microaggression at a Woods Rogers Labor and Employment Law Virtual Seminar in the Fall of 2020 during the height of the Covid-19 Pandemic. It was a new term that I was not familiar with. However, once the attorney drilled down into it, I became more and more familiar with its language especially given the racial tension and discourse that our nation was experiencing. Unfortunately, I did not know that this type of behavior had an actual name, and that extensive research was conducted many many years ago.
According to Jessica Guynn of USA Today, the term microaggression was coined in the 1970s by Chester Pierce, a Harvard psychiatrist who studied the portrayal of African Americans in television commercials.
What is Microaggression
First the WR attorney went on to explain the definition of microaggression from the Miriam Webster Dictionary. She cited that a microaggression is “A comment or action that subtly and often unconsciously or unintentionally expresses a prejudiced attitude toward a member of a marginalized group (such as a racial minority).” Furthermore, she explained that a microaggression is a subtle, often unintentional, form of prejudice that often takes shape of offhanded comment, painful joke, pointed insult, or a backhanded compliment, and that it is rooted in stereotypes, insults, and indecent behavior.
In an article written by Ana R.K, she wrote that microaggressions are thinly veiled, everyday instances of racism, homophobia, or sexism. Additionally, she mentioned that microaggression surfaces as small comments, gestures, or jokes that go unaddressed.
Microaggressions and Diversity, Equity, and Inclusion (DEI) are closely linked concepts that are central to fostering a positive and inclusive workplace culture. Microaggressions appear as minor or harmless on the surface; but they can have deep-rooted, long-lasting effects especially on targeted individuals. Similarly, they unintentionally contribute to a work environment that is full of exclusions.
Examples of Microaggressions
Secondly, she mentioned some examples of microaggressions such as: “I don’t know how to pronounce those names.” Incorrect usage of gender pronouns. “You talk like a white girl.” “That’s ghetto!” “You’re pretty for a black girl.” “No, where are you really from?” “You’re too pretty to be gay.” As we see, these subtle or unintentional comments don’t effectively contribute to a positive and inclusive work environment.
According to ChatGPT, additional examples of microaggressions are: Asking a person of a different ethnicity, “Where are you really from?” Complimenting someone’s English when it’s his or her native language. Assuming a female colleague is less knowledgeable about technical topics. I can go on and on as most of us have heard of or have been the victim of microaggressions.
Types of Microaggressions:
- Microassaults: Explicit, intentional discriminatory actions, such as derogatory language or jokes.
- Microinsults: Comments or behaviors that subtly convey disrespect or insensitivity. For example, assuming someone’s success is due to affirmative action rather than merit.
- Microinvalidations: Dismissing or invalidating the experiences or feelings of marginalized individuals. For instance, telling a person of color that “racism isn’t a big deal anymore.” (ChatGPT)
Effects of Microaggressions
Microaggressions can cause stress, anxiety, and lower self-esteem in those who are marginalized. Moreover, they can inadvertently create environments that are not embedded in inclusion but rather exclusion. If microaggressions go unaddressed, they can lead to decreased productivity, employee disengagement, decreased job satisfaction, and high turnover amongst the impacted employees and thus would not contribute to a positive work environment.
Fight Microaggressions
Jessica Guynn of USA Today suggested that we fight microaggressions with micro validations. She further wrote that these equally subtle yet potentially powerful gestures are the flip side of microaggressions such as giving encouraging feedback or sincere compliments.
Addressing and eliminating microaggressions should be an integral part of a DEI initiative. We understand that bringing up the subject can be uncomfortable, but it is important to make your work environment a safe one – a place where communication can take place to address employees’ hurt feelings and/or to bring awareness and education to the employee who is ignorant of his or her offensive comments.
Conclusion
In an effort to combat the harmful impacts of microaggressions, organizations should conduct effective DE&I training. Moreover, organizations should take an interest in specifically addressing and eliminating microaggressions and biases in their workplaces. Additionally, organizations should align their policies and procedures with effective DE&I strategies and initiatives. Lastly, addressing microaggressions within the framework of DE&I helps to create an environment where all employees can flourish. This type of work environment will yield positive results such as increased employee engagement, increased productivity, respect, and ultimately an environment where inclusion is valued.
References:
“We need to talk about the macro effect of microaggressions on women at work” by Jessica Guynn –
USA Today- October 5, 2023
HR LifeLine: Be A Center Of Inclusion – Woods Rogers Attorneys At Law- Labor & Employment Law Virtual Seminar – October 1, 2020
ChatGPT – “Microaggressions and DE&I”
“What Are Microaggressions?”, Ana Rodriguez-Knutsen – Ywcaworks.org – November 8, 2023
About the Author
Andrea Cook, SHRM-CP
Andrea Cook is the Human Resources Administrator for the National D-Day Memorial Foundation in Bedford, VA. She is also a former Director of Professional Development for the LRSHRM (Lynchburg Regional SHRM) Chapter. Currently, she is a committee member for the HR Virginia DEI Committee.
Andrea has over 16 years of professional Human Resources experience in many of the functional areas such as Recruitment, Employee Relations, Training and Development, Benefits Administration, Compliance, Performance Management, Payroll, Onboarding and Offboarding…just to name a few.
She has a bachelor’s degree in Human Resources Management from Florida State University and a Master’s degree in Business Administration (MBA) from Tennessee State University. She obtained her SHRM-Certified Professional Certification in July 2020 during the height of the COVID-19 pandemic.
Andrea truly enjoys the field of Human Resources, and she finds great pleasure in helping an organization’s most valuable assets—its employees!
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