By Camellia Bryan, University of British Columbia and Brent John Lyons, York University, Canada
United States President Donald Trump recently issued an executive order to end federal diversity, equity and inclusion (DEI) programs. In the days since, Trump has even tried to blame a deadly Washington, D.C., plane crash on DEI hiring practices, without citing any evidence. He was swiftly criticized for his statement.
In the corporate world, DEI programs aimed at addressing systemic barriers that have historically disadvantaged marginalized groups are facing growing resistance, with backlash becoming increasingly visible in workplaces and in public discourse.
High-profile companies like Amazon, Meta, McDonalds and Target have been cancelling their DEI programs since last year. Although others, like Costco and Apple, have said they’re retaining theirs.
The backlash against DEI isn’t just about individuals rejecting change; it reveals deeper tensions in how people see themselves and their place in society.
Our research explores these tensions. We find that while social identity threat — the discomfort people feel when their identity is challenged — can lead to backlash, it can also present an unexpected opportunity for learning and growth. Understanding this dynamic offers a path forward for organizations struggling to balance DEI efforts with employee buy-in.
What drives DEI backlash?
Backlash often emerges from employees who belong to dominant social identity groups that hold disproportionate access to power and resources. Examples include white people in North America, men in patriarchal societies or heterosexual individuals in hetero-normative cultures.
For these employees, DEI initiatives can sometimes feel threatening. Why? Because such efforts highlight inequalities and challenge assumptions about fairness, merit and the status quo. When someone identifies strongly with their group — whether as a white person, a man or a member of another dominant identity — they may see DEI initiatives as attacks on their assumptions. This discomfort is known as social identity threat.
For instance, when a company introduces a gender equity policy aimed at addressing women’s under-representation in leadership, some men might perceive this as unfair. Their response — whether it’s skepticism, defensiveness or outright resistance — reflects a defensive reaction to that threat.
Beyond defensiveness: A path to learning
Traditional approaches to managing DEI backlash often focus on mitigating threat: providing reassurance, avoiding confrontation or encouraging self-affirmation (“DEI isn’t about you; it’s about everyone”). Yet these approaches miss an important point: social identity threat doesn’t have to result in defensiveness or backlash. It can also inspire reflection, learning and growth.
Our research draws on transformational learning theory, which explains how adults change their understanding of the world in response to disorienting experiences.
According to this theory, when people encounter information that challenges their assumptions, they can engage in a process of deep reflection. By questioning their beliefs and seeking out new perspectives, individuals can develop more accurate, inclusive interpretations of themselves and others.
Real-world examples of transformation
Consider the story of Caolan Robertson, a former alt-right filmmaker in the United Kingdom.
For years, Robertson worked with extremist figures to produce anti-immigrant and anti-Muslim content that garnered millions of views online. Then, in 2019, Robertson saw media coverage of mosque shootings, where 51 people were killed by a white supremacist. The tragedy rattled him.
In Robertson’s own words, the event forced him to confront his assumptions about white identity and how it can be involved in violence and extremism. What began as an overwhelming sense of disorientation turned into a period of deep reflection. Robertson eventually rejected his old beliefs, began speaking out against extremism, and co-founded an organization to help others de-radicalize.
Similar learning occurs on smaller scales in workplaces every day. For example, a male manager who initially feels threatened by gender equity policies might, over time, come to recognize the barriers women face at work and become an advocate for change. Or a white employee who feels uncomfortable during discussions about racism might come to see how privilege has shaped their experiences.
Creating conditions for growth
So how can organizations turn social identity threat into an opportunity for learning rather than backlash? We propose three strategies:
1. Foster a “learning-oriented” DEI climate Organizations must shift how they frame DEI initiatives. Instead of treating these efforts as compliance-driven checkboxes, companies should position DEI as a chance for employees to learn, grow and contribute to a more inclusive workplace. A strong diversity climate — where differences are valued, and conversations about identity are encouraged — creates a safe space for reflection. Our research shows that when employees feel that diversity is part of their organization’s mission, they’re more likely to approach identity threats as a learning opportunity.
2. Encourage dialogue across perspectives One of the most effective ways to challenge harmful assumptions is through dialogue across perspectives — open conversations where employees with different lived experiences share their perspectives and provide feedback. This kind of dialogue requires psychological safety: employees need to feel secure enough to express their views, even when those views are incomplete or flawed. Importantly, these conversations don’t always have to occur between dominant and marginalized group members. Dialogue with other dominant-group colleagues who have already reflected on their identities can also provide valuable insights.
3. Support incremental progress Transformational learning doesn’t happen overnight. Employees may initially engage in surface-level reflection, revising specific assumptions without challenging deeper systems of inequality. Over time, they may progress to deep-level reflection, critically analyzing the foundational beliefs that shape their identity. Organizations can support this incremental progress by recognizing small steps and encouraging continued learning.
Discomfort: A powerful motivator for change
The backlash to DEI efforts is often framed as evidence that the initiative is failing, but it can also be understood as a natural part of the learning process.
Social identity threat is uncomfortable, but it can serve as a powerful motivator for change when organizations provide the right tools and support.
Companies that ignore backlash risk deepening resistance and undermining their DEI goals. However, organizations that embrace discomfort as an opportunity for growth can transform their workplaces into spaces where employees are not only more inclusive but also more reflective, empathetic and engaged.
Backlash isn’t the end of the story — it’s the beginning of a conversation.
Camellia Bryan, Assistant Professor, Organizational Behaviour and Human Resources Division, Sauder School of Business, University of British Columbia and Brent John Lyons, York Research Chair in Stigmatization & Social Identity, Associate Professor of Organization Studies, York University, Canada
This article is republished from The Conversation under a Creative Commons license. Read the original article.
