Clay, R. A. (2017). Did You Really Just Say That. American Psychological Association, 48 (1), p. 46.
In this article, microaggressions are defined as “brief statements or behaviors that, intentionally or not, communicate a negative message about a non-dominant group” (Clay, 2017).
The author lays out the effect microaggressions can have on an individual in the workplace. Comments such as “you people are so creative”, “you speak well”, or “are you sure you can handle grad school” can create a chasm between the recipients and the perpetrators. Rather than a sense of belonging, microaggressions engender a lack of trust among team members, which impacts the organizational culture. The recipients of such comments may question the psychological safety of the organization and limit their participation as a result.
The article also details the way microaggressions “consume cognitive resources” and create an “increase in stress hormones” that may contribute to the achievement gap between non-dominant and dominant groups (Clay, 2017). The author provides concrete action steps to address acts of microaggressions as a target, bystander, or perpetrator.
Organizations benefit by creating a learning culture that encourages rigorous honesty from its members. When employees feel safe enough to address microaggressions, they may experience a greater connection to the organization. If they feel valued and included, they may align their goals with the mission of the organization and contribute on a greater level. As a result, the organization creates a supportive environment that fosters effective communication among all members.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D1: Iteratively develop inter-professional leadership competencies.
D2: Utilize communication to embrace complexity and difference.
Keywords: Microaggressions, organizational culture, communication, psychological safety, organizational goals, and trust
