Structural Racism: Deconstructing Dominant Corporate Norms

Raising awareness about structural racism is a crucial step in promoting meaningful change in institutions and corporate environments. Recognizing that racism goes beyond individual attitudes and is rooted in the structures and systems that shape daily life is fundamental to addressing inequality effectively.

Structural racism is a phenomenon that permeates various spheres of society, including the corporate environment. This type of racism is more than individual prejudice; it manifests itself through practices, policies, and norms that perpetuate racial inequality.

In the corporate context, these structures are often maintained by a pattern that privileges behaviors, values, and aesthetics aligned with white culture. Deconstructing this norm is essential to promoting truly inclusive work environments, without resorting to meritocracy. A fundamental aspect for understanding this dynamic would be to start with dominant norms, a concept that refers to the social and cultural norm that privileges white people to the detriment of Black people or other non-white ethnicities.

Furthermore, the dominant norms that prevail in corporations today have their origins in colonialism and slavery, periods in which white culture and values ​​were imposed as the standard, while other racial identities were marginalized or subjugated. Over time, these standards have been incorporated into business practices, establishing an environment where conformity to whiteness is often seen as essential for success. These practices include dress codes, forms of communication that reflect white cultural patterns, and evaluation processes that reward behaviors aligned with these standards, such as attending a top university.

Studies show that white candidates are more likely to be hired and promoted compared to black candidates, even when they have similar qualifications. Bertrand and Mullainathan (2004) conducted an experiment on the economics and racial discrimination in the labor market, entitled, “Are Emily and Greg More Employable than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination,” published in the American Economic Review . This experiment investigated racial discrimination using fictitious resumes and found that candidates with names that “sound” white received more responses from employers than those with names that “sound” black, even when possessing similar skills. Furthermore, Bertrand and Mullainathan’s results indicate that living in an affluent neighborhood significantly increases interview response rates.

Therefore, it is possible to conclude that what is often considered professional is shaped by a white perspective, which can marginalize behaviors and communication styles that are common in other cultures.

Deconstructing corporate dominance requires an objective approach, starting with recognizing the problem and seeking tools to address it. Companies need to admit that structural racism exists in their practices and policies, and that it is sustained by socially established norms that privilege established power structures. This recognition must be followed by educational actions that seek to sensitize all employees, especially those in leadership positions, about the implications of structural racism and the need for change.

The creation and periodic review of corporate policies, coupled with the appointment of a diversity committee to delve deeper into the issues, are mandatory steps in this process. Additionally, hiring, promotion, and performance evaluation practices should also be created and periodically reviewed to ensure that racial biases are not perpetuated. These procedures should be based on respect for and celebration of cultural and racial diversity.

Another fundamental aspect is the promotion of diversity in corporate leadership. When leadership is composed of people from diverse racial backgrounds, the company benefits from a wider range of perspectives and experiences. This not only challenges the norm of whiteness but also creates a more inclusive environment where all identities are valued.

However, creating a culture of inclusion must go beyond mere symbolic declarations. Companies should implement visibility campaigns that highlight the contributions of Black employees and other racial minorities. Supporting the formation of affinity groups and support networks is also important to ensure that employees from diverse backgrounds feel welcomed and represented.

Finally, deconstructing dominant norms requires commitment and conscious action from everyone involved, thus contributing to a more inclusive job market for all. This process demands profound changes in policies, practices, and organizational culture, and must be led by a genuine commitment from corporate leadership and the diversity committee. By fostering a work environment where all racial identities are respected and valued, companies not only combat structural racism but also position themselves as leaders in diversity and inclusion, preparing for a more equitable and just future.