Racism in the workplace can be subtle, pervasive, and harmful, particularly for Aboriginal employees and clients. When feedback about racist behaviour is raised, it must be handled in a culturally safe and respectful way. Unfortunately, a common misstep occurs when non-Indigenous people, instead of reflecting or seeking feedback from those with lived experience, check in with other non-Indigenous people to validate or minimise their actions. This can perpetuate harmful behaviours and prevent the necessary learning and growth required to build a culturally safe environment.
A Personal Experience: When Feedback is Dismissed
In my work, I’ve witnessed how these situations can play out and the damage they can cause, not just to individuals but to the entire workplace culture. A few years ago, I was approached by a peer running a women’s leadership program. She asked me, an Aboriginal woman, to be a mentor in the program. However, she insisted that I only be paired with Aboriginal protégés or, in one instance, a woman married to an Aboriginal man.
I raised concerns, explaining that this approach boxed me in based solely on my Aboriginality, limiting the impact I could have as a mentor and reinforcing stereotypes about who I could work with. Instead of reflecting on my feedback, she sought validation from her non-Indigenous group of supporters, who dismissed my concerns entirely. This dismissal not only invalidated my perspective but also perpetuated the harmful assumption that Aboriginal people could only be valuable as mentors with other Aboriginal people.
Eventually, I decided to withdraw from the program. The refusal to take action on my feedback left me feeling unsupported and restricted, forcing me to walk away from an opportunity that could have benefited both myself and the program. The experience also meant the program lost a mentor who could have contributed valuable perspectives and helped shape future leaders beyond cultural lines.
The Dangers of Non-Indigenous Peer Validation
This article explores the dangers of this approach, why it is unhelpful and harmful and provides guidance on best practices for handling feedback about racism in a way that promotes cultural safety and fosters meaningful change.
Why Non-Indigenous Feedback Loops Are Harmful
Here’s a list of reasons why non-Indigenous people checking in with other non-Indigenous people about feedback they’ve received on racist behaviours is unhelpful and harmful with workplace examples:
Lack of lived experience:
Non-Indigenous people often lack the lived experience necessary to fully understand the impact of racism on Indigenous people, which can result in dismissive or minimising feedback.
Example: In a workplace where no Aboriginal staff are present, a non-Indigenous employee receives feedback about a racist joke they made. Instead of reflecting or speaking to someone with lived experience, they approach their non-Indigenous colleague, who hasn’t faced similar issues and dismisses the joke as harmless, reinforcing the harmful behaviour.Reinforces bias and blind spots:
When seeking feedback from other non-Indigenous people, there’s a high chance of reinforcing existing biases and blind spots. They may share similar worldviews and not recognise the subtlety or severity of the racist behaviour.
Example: A senior manager receives feedback about their use of stereotypes during a presentation. They check in with another non-Indigenous manager from the leadership team, who shares the same blind spots and confirms that the feedback is “overly sensitive.” As a result, the harmful stereotypes continue to be used in future presentations.Invalidation of Indigenous perspectives:
Turning to non-Indigenous people for validation invalidates the experiences and feelings of the Indigenous person who raised the concern, perpetuating the idea that their feedback isn't credible or worth considering.
Example: After an Indigenous client complains about feeling disrespected in a meeting, the team leader, who is non-Indigenous, seeks reassurance from a non-Indigenous colleague in People and Culture. The colleague agrees that the client was being overly sensitive, dismissing the valid concerns of the Indigenous person, making them feel unheard and invalidated.Echo chamber effect:
Consulting people from similar cultural backgrounds can lead to the creation of an echo chamber, where racism is downplayed or justified rather than addressed, preventing any meaningful reflection or change.
Example: In an organisation where the leadership group is entirely non-Indigenous, an Aboriginal staff member provides feedback on a culturally insensitive policy. Instead of engaging with an Aboriginal expert or an external consultant, the leadership team discusses it among themselves, creating an echo chamber that reaffirms the status quo and fails to address the issue.Missed opportunity for learning:
By avoiding conversations with Indigenous people or cultural experts, non-Indigenous people miss the opportunity to learn from those who are directly affected, limiting their ability to grow in cultural competence and understanding.
Example: A People and Culture manager receives feedback from Aboriginal employees that a certain recruitment advertisement feels exclusionary. Instead of consulting an Aboriginal cultural adviser or seeking Aboriginal perspectives, they discuss it with another non-Indigenous colleague, missing an opportunity to learn how to improve their inclusive practices.Reinforces systemic racism:
Seeking validation from other non-Indigenous people reinforces existing power structures and maintains the status quo, where non-Indigenous perspectives dominate and Indigenous voices are marginalised.
Example: In a community service organisation, a non-Indigenous staff member makes a culturally inappropriate remark during a team meeting. When feedback is provided, they seek validation from their non-Indigenous peers, who dismiss the comment as harmless. This reinforces the systemic racism that allows such comments to go unchallenged, perpetuating a harmful workplace culture.Lack of accountability:
This practice allows non-Indigenous people to avoid taking responsibility for their behaviour by seeking agreement from others who may not challenge them, undermining personal and organisational accountability.
Example: A non-Indigenous employee receives feedback about their inappropriate behaviour during an event involving Traditional Custodians. Instead of addressing the feedback seriously, they ask their non-Indigenous manager if the behaviour was really offensive, and the manager reassures them that it’s “no big deal.” This evasion of accountability undermines the organisation’s cultural safety efforts.Perpetuation of microaggressions:
The inability of non-Indigenous people to recognise or name subtle forms of racism (microaggressions) can result in the harmful behaviour being excused or overlooked, allowing it to continue unchecked.
Example: An Aboriginal employee raises concerns about frequent microaggressions in the workplace, such as comments about “being lucky to have a job” or “not looking Aboriginal enough.” Instead of addressing these issues head-on, the non-Indigenous supervisor discusses it with their non-Indigenous colleague, who dismisses the microaggressions as “just jokes” and fails to take action.Undermines cultural safety:
This approach can make the workplace feel less safe for Indigenous staff, as it sends the message that their concerns won’t be taken seriously or handled with care.
Example: In a workplace with no Aboriginal representation in the leadership team, a non-Indigenous employee makes an offensive remark about Aboriginal culture. Instead of the leadership addressing the concern, they discuss it amongst themselves and conclude that it was just a misunderstanding. This undermines the organisation’s commitment to cultural safety and makes Aboriginal employees feel unsupported.Potential for further harm:
If non-Indigenous people rationalise or minimise the racist behaviour in their discussions with each other, they may unintentionally perpetuate or escalate the harm already done to Indigenous colleagues or clients.
Example: A non-Indigenous manager receives feedback about a lack of recognition of Aboriginal culture in an event, like failing to organise an Acknowledgement of Country. They check in with another non-Indigenous colleague, who agrees that the feedback is overblown. As a result, no changes are made, causing further harm to Aboriginal staff and clients by continuing to overlook cultural protocols.
These reasons and examples illustrate how non-Indigenous feedback loops in workplaces can perpetuate harm, dismiss genuine concerns, and prevent the creation of a culturally safe and respectful environment for Aboriginal employees.
Best Practices for Handling Racism Feedback
Here is some guidance for best practices when addressing feedback on racist behaviours in the workplace, especially when non-Indigenous people are involved:
1. Seek feedback from those with lived experience
Best practice: If the feedback concerns behaviour that impacts Aboriginal people, it’s crucial to consult those with lived experience. If there are Aboriginal people in the workplace, respectfully engage with them or consult Aboriginal cultural advisers to gain an accurate perspective.
Why: Aboriginal people have the direct experience and cultural understanding to provide meaningful feedback that can help in addressing the root of the issue, rather than minimising it.
2. Engage with Aboriginal leaders or cultural experts
Best practice: If your workplace doesn't have Aboriginal staff, reach out to external Aboriginal leaders, Elders, or cultural experts for guidance. Establish relationships with local Aboriginal communities or hire external consultants who specialise in cultural safety and competence.
Why: Aboriginal experts can offer culturally informed perspectives, helping to navigate sensitive topics and ensuring that feedback is properly understood and addressed.
3. Listen without defensiveness
Best practice: When receiving feedback about racist behaviours, practice active listening without becoming defensive. Acknowledge the feedback, express a willingness to learn, and refrain from immediately justifying or explaining the behaviour.
Why: Defensiveness can shut down important conversations. By listening openly, you create a safer space for Indigenous people to share their experiences and provide feedback that can lead to positive change.
4. Reflect before responding
Best practice: Take time to reflect on the feedback received before responding. Consider how your actions may have been perceived, even if that wasn’t your intent. Reflect on the impact of your behaviour rather than focusing on whether it was intentional.
Why: Immediate reactions can be dismissive or defensive. Reflecting allows time to understand the situation more deeply and approach it with the appropriate level of seriousness.
5. Take accountability for your actions
Best practice: If you’ve been called out for racist behaviour, own your mistakes and take responsibility. Avoid seeking validation from other non-Indigenous colleagues. Publicly acknowledge the feedback and outline steps for improvement.
Why: Taking accountability demonstrates maturity, commitment to growth, and a willingness to foster a culturally safe environment. It also signals to others that you take these matters seriously.
6. Involve People and Culture teams trained in cultural safety
Best practice: Ensure that your People and Culture teams are trained in Aboriginal cultural safety and have the skills to facilitate sensitive conversations. If your People and Culture department doesn’t have Aboriginal staff, seek external guidance to inform these conversations.
Why: Culturally competent HR teams can help mediate situations more effectively and support individuals to navigate complex issues related to racism and cultural safety.
7. Create formal channels for cultural feedback
Best practice: Establish formal and safe mechanisms where Aboriginal employees and clients can provide feedback on cultural safety without fear of retaliation. Ensure that this feedback is reviewed by culturally competent staff or external advisers.
Why: Having clear processes for handling cultural safety feedback ensures that concerns are addressed seriously and transparently, encouraging continuous improvement.
8. Provide cultural awareness training
Best practice: Invest in regular, high-quality Aboriginal cultural awareness training for all staff, particularly those in leadership positions. This training should go beyond basic awareness and build real cultural capability and understanding of racism.
Why: Cultural awareness training helps staff identify racist behaviours and microaggressions and provides them with the tools to address these issues appropriately, fostering a more respectful workplace.
9. Prioritise the cultural safety of Aboriginal staff
Best practice: Ensure that the cultural safety of Aboriginal employees and clients is the priority in any feedback situation. Implement clear policies that support and protect Aboriginal staff when they raise concerns.
Why: By prioritising cultural safety, you create a workplace where Aboriginal employees feel respected, supported, and safe to speak up about racism without fear of repercussion or dismissal.
10. Ensure feedback leads to action
Best practice: Receiving feedback is just the first step; it’s crucial to take meaningful action based on the feedback received. Outline the steps that will be taken to address the issue and improve workplace practices.
Why: Without follow-through, feedback can feel tokenistic. Demonstrating a commitment to making changes based on feedback fosters trust and accountability, ensuring long-term improvement in workplace culture.
11. Create an inclusive leadership group
Best practice: Strive to build diversity within your leadership team, including Aboriginal representation, to ensure that decisions and feedback loops are informed by a range of perspectives.
Why: Having Aboriginal leaders in your organisation provides more direct access to culturally informed perspectives and can help guide the organisation in creating a more inclusive and respectful workplace.
These best practices help ensure that feedback related to racism is addressed meaningfully, respectfully, and in ways that prioritise the voices of those most affected. By taking these steps, organisations can create safer, more inclusive environments for Aboriginal people.
Conclusion: A Call for Change
By addressing the way feedback on racism is handled and ensuring it leads to meaningful change, we can break the cycle of harm and create more respectful, culturally safe workplaces. It’s time to move beyond surface-level conversations and make a genuine commitment to listening, learning, and acting.
If you’re committed to building a culturally safe workplace and want guidance on how to address feedback in a respectful and impactful way, reach out today. Answer a few questions and let’s discuss how I can support your organisation in fostering a more inclusive and respectful environment for Aboriginal people.