A new study from MIT Sloan School of Management and Harvard Business School challenges the common belief that workplace microaggressions inevitably damage relationships, suggesting that under the right conditions, employees can repair and even strengthen workplace bonds after such incidents.
The research, co-authored by MIT Sloan assistant professor Basima Tewfik and Harvard Business School assistant professor Summer Jackson, proposes a relational theory on microaggressions that considers the dynamics between the individuals involved. The study found that while microaggressions often lead to strained interactions, the way both the target and perpetrator respond plays a crucial role in determining the long-term impact.
“There are different pathways people can follow after a microaggression,” said Tewfik. “Part of it is trying to understand the different motivations people have going into it. We unpack what those trajectories are, while recognizing that it’s really hard to get on to that good trajectory.”
Microaggressions—subtle verbal or nonverbal slights that can undermine a person’s social identity—often provoke self-protective responses from the targets, such as anger, withdrawal, or avoidance. Perpetrators, in turn, may react defensively or withdraw, further straining the relationship. However, Tewfik and Jackson found that past positive interactions, a sense of closeness, or a shared need to collaborate can increase the likelihood of relationship repair.
For example, when a target has a history of positive experiences with a perpetrator, they may be more inclined to mend the relationship. Likewise, if both parties are invested in working together, such as on a major project, they may adopt what the researchers call a “relationship-promotive” stance rather than a self-protective one.
“A natural reaction for a lot of us is to be self-protective, but if you want to get to a better place, you have to take a more proactive role,” said Tewfik.
Jackson emphasized that a perpetrator’s response is equally critical. If they see a target’s reaction as a threat to their own self-image, they may respond with hostility or disengagement. But if they value the relationship, have had prior positive interactions, or see the workplace dynamic as meaningful, they are more likely to respond constructively.
“It’s crucial for perpetrators to take a proactive role,” said Jackson. “While some might see that stance as diminishing targets’ power, it is in fact the opposite. Considering both targets’ and perpetrators’ responses and behaviors after a microaggression can empower targets by taking some of the burden off of them.”
The study also highlights the importance of workplace culture in fostering healthier resolutions. Organizations that emphasize meaningful work and inclusive teamwork can create an environment where employees are more willing to repair relationships after microaggressions occur.
“People are going to make mistakes; we’re human,” said Tewfik. “Firms can work to foster a culture in which employees firmly believe the job they’re doing is meaningful while also highlighting the importance of collaboration and inclusion.”
As workplaces become more diverse, the researchers argue that shifting the focus from inevitable conflict to potential repair could help create stronger and more inclusive professional environments.
