Dealing with resistance

Focusing on diversity and inclusion can sometimes lead to resistance. The case below is an example of this.

In a processing plant, employees monitor production facility continuity day and night (in a shift system). They must take immediate action if there are faults or problems with the installations.
By focusing on diversity and inclusion, the company has been recruiting more and more Muslims in recent years. Some of them need to be able to pray five times a day in a quiet environment. That is why they are sent to the changing room during their day or night shift. Non-Muslims express their incomprehension. What will happen when a problem arises and some colleagues have to start a prayer at that time?
Although this situation has existed for years, the management only became aware of it recently. Management is unsure as to how to respond to this. They do not want to discriminate agains either party or facilitate further polarisation
between Muslims and non-Muslims. Furthermore, there are no Muslims in the management, so they are uncertain whether they can communicate respectfully about the importance of the prayer. Finally, they wonder what they can do at all? After all these years, they cannot suddenly ask the Muslims concerned to refrain from praying during working hours. For the time being, the management adopts a wait-and-see approach.

Four levels of resistance

Level 1: existence

Level 2: significance

Level 3: change possibilities

Level 4: personal abilities

Exercise resistance

If you think of the case of the chemical processing company, what level of resistance is the management at?

The management of the processing plant is at level 3 ‘change possibilities’ of resistance.
The management acknowledges the difference between Muslims and non-Muslims (level 1 not applicable). They also acknowledge that the difference so far has caused inequality (level 2 not applicable). However, they are in doubt as to how they should react (level 3).

  • There is fear of the unknown. The management is not familiar with the Muslim world. As a result, they are afraid of communicating incorrectly about the situation surrounding the prayer.
    • The management is afraid of promoting polarisation. The management does not want to choose sides.
    • There is doubt about the potential impact the management may have. After all those years, they cannot suddenly ask the Muslims concerned to refrain from praying during working hours.

For the time being, the management should pay attention to dealing with level 3 of resistance. Once this level has been overcome, a new question arises: what concrete actions will they take? How much priority do they want to give to the situation and how many resources do they want to invest in it? These questions are at level 4 of resistance.

Possible actions
The management of the processing plant could…

  • … organise a focus group with Muslim and/or non-Muslim employees to ask them about the different needs and requirements. This allows employees to offer solutions.
  • … broaden the question of prayer accross the entire employee group. This way, an and-and solution could arise instead of an or-or situation. E.g. the management can emphasise the importance of continuous presence on the workfloor as a team. After that, the entire team can be asked whether there is a need for certain breaks. This way, agreements on breaks can be made within the team in consulation, ensuring that everyone’s needs are met.
  • … establish a diversity network around belief and spirituality in which not only Muslims, but also employees with other beliefs or people interested in the topic can meet and exchange experiences. This way, the topic will have more support from the employees. In addition, the organisation may seek advice from this network and vice versa.