To Build It Back Better, Learn to Talk Across the Political Divide

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

Can Americans get along across the political divide?  Should they even try? After all, for many left-leaning Americans especially, getting along can mean reinforcing a status quo that is, among other things, miserably inequitable, racist and sexist. So is it possible to bridge divides — to have unity and economic, racial and gender justice? 

Achieving these twin goals is no small feat, and it will require work on many different fronts. Perhaps most centrally, it will mean doing two things we rarely do: creating regular opportunities for difficult conversations that advance both of these goals in the places where we spend much of our lives, including schools, workplaces and religious institutions; and having hard conversations about moral principles and creating for these conversations a moral framework. 

How do we do this?

One aspect of a moral framework is creating conditions where people can assume that their beliefs — but not their fundamental worth — will be contested. Our research suggests that Americans are willing to talk across the divide, if they feel they will be respected.

In a survey that Making Caring Common, an organization I lead at the Harvard Graduate School of Education, conducted of 1,400 Americans last July, most respondents are having conversations with those who don’t share their political views, but they tend to find these conversations only marginally useful or not useful at all. Yet 80% reported they would be “happy” to engage in conversations with people who have opposing political views if the other person “listens to” them “respectfully.” 

But perhaps more important, we will need to create a moral framework that enables us to confront challenges at the heart of our democracy — challenges that we rarely take on squarely in community institutions, workplaces, or schools at any level, including universities.  Important as it is to create environments where people feel respected and to encourage multiple views, it’s also critical to protect people from disrespect and degradation. And these two rights — the right to free speech and the right to freedom from discrimination — frequently collide. 

Teachers have asked me, for instance, if they should invite diverse views on same-sex relationships in a class when they have religious students who think that homosexuality is a sin along with LGBTQ students who will not only feel attacked by this view but may be subject to harassment outside of class. Many Americans believe that immigrants tend to be criminals or that low-income families lack a work ethic — should they be encouraged to express these views?

Difficult as it is to navigate these topics, it’s hard to imagine that we can rebuild our democracy if we don’t try. And there are guideposts that can mitigate harm and help make a wide range of conversations constructive. 

We can create clear norms for these conversations, including challenging ideas rather than people, expecting mistakes, appreciating the complexity of other people as one appreciates one’s own, owning the impact of one’s actions and assuming others’ good intentions. In our recent survey, over half of respondents reported holding back “a lot of things” they want to say out of fear of offending someone unintentionally.”  We can also start with simple exercises that build empathy and help to retrieve one another’s humanity.

Those facilitating these conversations can consistently ask what burdens they should be asking people to bear and whom they should be asking to bear them. Should an immigrant student be expected to engage in a conversation about deportation? Should a gay student be expected to endure a conversation about whether homosexuality is a sin? We might use brief surveys to assess participants’ views about discussing highly sensitive topics and give participants opportunities to opt out of certain conversations.

We will need to do the difficult work of creating a moral framework that enables us to discern political arguments that have a strong moral basis from those that do not. Moral relativism, the idea that no moral position is better than another, is rampant in our schools and communities, and it’s dangerous. Universal principles of justice and human rights need to be constant touchstones in these conversations. Many Americans couldn’t distinguish in Charlottesville between marching to degrade human rights and marching to protect them. There are strong arguments, rooted in these principles, both for and against various strategies for limiting immigration. But there isn’t a strong moral argument for separating parents and children at the border, a form of childhood torture and a violation of human rights.

These discussions will be murky and contentious at times—there will be reasonable disagreements, for example, about whether an argument violates human rights—and there will be land mines. But that in itself teaches an important moral lesson. We live in an age of morality lite. Far too often we neglect to teach our children or remind ourselves that being a caring, ethical person isn’t simply about being nice. It’s often about the difficult work of wringing moral truths out of the mud of many views and avoiding the smug, easy gratifications of demonizing others. It’s about staying true to fundamental ethical values—whether free speech or protection from discrimination– even if it means at times angering others and sacrificing harmony and happiness. It’s about being willing to rigorously probe our own biases.

None of this will be easy. But for far too long we’ve avoided these conversations, and it is upon this work that our brave, imperiled democracy depends.

Rick Weissbourd is currently a senior lecturer on education at Harvard’s Graduate School of Education and at the Kennedy School of Government. He is also the faculty director of the Making Caring Common project and the faculty co-director of the Human Development and Psychology master’s program.

To Build It Back Better, We Must Change the Way We Listen

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

What does it really mean to listen?

When we meet others, are we listening for similarities or differences? Are we listening to confirm the stereotypes we hold — or to challenge them? Are we listening with an open or closed mind?

In order to build a culture of connection, bridging and belonging, we must begin listening for similarities and differences, challenging our own stereotypes of ourselves and each other and opening our minds to the possibilities that we can learn a lot from each other about what it means to be human.

At the Project for the Advancement of our Common Humanity, active listening means replacing judgement with curiosity and asking questions that allow others to reveal their common humanity. If we start from a place of curiosity and listen for what we can learn from others, we disrupt not only the stereotypes we hold of them but also the cultural ideologies that promote them.  Ideologies such as patriarchy, white supremacy and unfettered capitalism that dominate American culture are premised on a hierarchy of humanness in which some humans — like rich, white men — are considered more human than others — like less wealthy people of color who do not identify as men. This hierarchy gets in the way of our capacity for empathy, mutual understanding and cooperation. 

Humans are naturally empathic and interpersonally curious; we need close relationships to thrive.

Yet we live in a culture that devalues, discourages and even mocks those human capacities and needs. We value leaders for their capacity to influence other people, rather than to listen to others and learn from them. We define maturity as the ability to be self-sufficient, rather than to have mutually supportive friendships. We define success as making a lot of money rather than helping to build strong communities. We privilege stereotypically masculine qualities over those deemed feminine. We privilege thinking over feeling. We maintain dehumanizing stereotypes about each other that deaden our ability to connect across social divides. This clash between our nature and our culture is at the root of our crisis of connection, a crisis that has led to soaring rates of loneliness, depression, suicide, violence, and hate crimes, as well as income inequality, educational inequity, homelessness, and other sorts of social ills. 

Thus, autonomy and independence is valued more than connection.

A critical part of the solution to the crisis is active listening, with the intent to understand rather than to confirm or to simply wait for our turn to speak. At PACH, we have been training students and faculty in middle schools, colleges and universities across the country in our practice of transformative interviewing, a method of active listening. Our Listening Project defines listening as the process of asking follow-up questions that allow others to be seen as they see themselves rather than as we stereotype them to be. The ultimate aim of PACH and of the Listening Project is to create a culture that better aligns with our nature rather than gets in the way.

We have the capacity within us to change the culture. Now is the time to build our culture back better. 

Niobe Way is a professor of developmental psychology at New York University, co-editor of The Crisis of Connection: Roots, Consequences, and Solutions, and founder of the Project for the Advancement of Our Common Humanity. Crystal Clarke is director of PACH and of the Listening Project. 

To Build It Back Better, Nonprofits Must Become Data Guardians

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

Data use and ownership is concentrated in a few tightly held hands. Those few hands make decisions about how the data of billions of individuals is used, re-used and shared. Who owns our data and what they do with it are perhaps the two most important questions of our age. Asking individuals to become their own data stewards is asking too much — between baffling usage agreements, online scraping, and more. We need institutions to step forward.

Nonprofits are uniquely positioned to serve this role. As charitable organizations, they are already holders of the public trust. They also have the capacity (with a little work) to understand data at an institutional level – identifying relationships between the harms or vulnerabilities they fight and the population they serve. To see just a few examples of that, look to health-oriented nonprofits that advocate for delivery of federal services based on census data or environmental nonprofits that can monitor air quality and pollution.

In a world where data has become a driver of both opportunity and vulnerability, nonprofits across the spectrum of social change need to equip themselves to serve as champions for data used in just and equitable ways. To build it back better, they must become data guardians for the constituencies they serve.

We see the problem in the “Asterisk Nation” — a name coined by the National Congress of American Indians to describe Indigenous populations who were represented so poorly in federal data sets that they were simply described with an asterisk. The Congress advocates for “accurate, meaningful, and timely data collection in American Indian/Alaska Native (AI/AN) communities.”

We’re beginning to see how cooperatives and nonprofits like NCAI are stepping forward to become data advocates and take control of data gathering and stewardship in these communities to present a new face to federal service providers, and to demand what is just.  This same model could happen across the data landscape if we equip nonprofits with this capacity.

Investment in nonprofits to build data capacity, to understand the interplay between data stewardship and their core missions, and to equip them to become effective advocates can rebalance the existing power dynamic of data stewardship – to move voice and agency into the hands of public institutions, and ultimately into the hands of individuals themselves. For non-profits, it means building data capacity and maturity, whether that is done internally or through partnership. New programs and projects should integrate data planning, stewardship and advocacy — and seek support for these functions. For philanthropy, it means recognizing that building these data capacities is critical for programmatic success and prioritizing support for these efforts.

Among the challenges we should aim to overcome is any sensibility that would suggest data and technology are either too complex to understand, or outside of our control and responsibility. We can make progress on this by first developing our shared vocabulary for what data is, how it’s generated and why and how data is used in the world.

Vilas Dhar is President of the Patrick J. McGovern Foundation and Patrick McGovern is a founding Trustee.  The foundation is a 21st century philanthropy advancing artificial intelligence (AI) and data solutions to create a thriving, equitable and sustainable future for all.

To Build It Back Better, Design for Intergenerational Service

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

I met J. R. Doyle more than 25 years ago in a food bank in the Arkansas Ozarks. A white, retired high school principal and some-time hog farmer, Doyle was looking for a reason to get up in the morning when he heard a radio ad for the Delta Service Corps.

“I just called the number, not thinking anything would happen,” he said. “And about a week later I got an application. I sent it in, and pretty soon they told me to go to West Memphis for an interview. I was hired.”

This was back before AmeriCorps, back when the Commission for National and Community Service’s biggest investment was in a new program called City Year. Creative ideas for new service models were hopping, and the Delta Service Corps was one.

The Corps’ animating idea? It was intentionally intergenerational. Older and younger members worked side by side in Arkansas, Louisiana, and Mississippi — staffing food banks, delivering meals, tutoring preschoolers and teaching classes at senior centers.

Doyle loved it, even if it was quite a bit different than he expected.

“I’ve had to learn some new things,” he told me. “How to get along with different kinds of people, people who’ve had a lot of bad luck, who poverty’s really dealt a bad hand….”

“We had a guy from New Orleans, who died a few weeks back,” Doyle said about his friend Don Harding. “He had a heart attack, and it just devastated me… I had met him in Little Rock, in training, and we spent a couple of weeks together. Just an outstanding human being, and he was trying to make a difference in the New Orleans area with the drug problem. We lost a good man when we lost Don Harding.”

The experience of his friendship with Harding, a Black man, opened Doyle’s eyes in ways that 40 years in largely segregated public education hadn’t. Old and young, Black and white serving together, bridging divides, forging bonds.

The Delta Service Corps and J. R. Doyle are long gone, and I’m afraid the lessons they taught us have all but disappeared with them. For all the progress that’s been made with service in this country over the past 30 years — witness City Year today — we still have no formal, widely available intergenerational service corps.

Sure, there are many programs mobilizing older people to serve younger ones. And even more efforts engaging younger people to reach out to community elders.

But the notion of joint service? It’s mostly happening informally. The aging field has a phrase for locations where older people tend to congregate for companionship — Naturally Occurring Retirement Communities, or NORCs. I see a lot of NOICs in the context of service efforts — Naturally Occurring Intergenerational Connections. Not the most poetic turn of phrase, but the connections themselves are enormously promising.

With five generations in the workplace at once, and more people over 60 than under 18, the time is ripe to put real muscle behind new ways to bring older and younger generations together. We have a powerful need for their combined human and social capital, and an urgent need for the generational and racial understanding that would result.

“James lived a very full and productive life,” Doyle’s obituary noted in 2012. “He was a member of the Arkansas Retired Teachers Association, a former Arkansas director of the Delta Service Corps and was a U.S. Air Force veteran, having served in the Korean War.”  It concludes by adding, “He was described by his family as having a colorful personality,” as having “never met a stranger.”

Intergenerational service helped see to that for J.R. Doyle. It can do the same for so many more of us now.

Marc Freedman is the CEO of Encore.org and author of How to Live Forever: The Enduring Power of Connecting the Generations, coming in paperback on Dec. 1.

Highlights From NationSwell’s Proud Partnership With the Greater Good Science Center

In 2020, NationSwell partnered with the Greater Good Science Center and Einhorn Collaborative to explore science-supported solutions to building bridges across divides. Together, we produced videos about some of the most exciting solutions to bring us closer together — and in doing so, reap the benefits of a more connected society. Here are some highlights from our partnership.

What Bad Party Guests Can Teach Us About Bridging Divides

Who is the perfect dinner guest? It is the person who tells the best story? Has the funniest joke? Interjects with a good anecdote?

Studies suggest that it’s none of those people. The best dinner guests are Active Listeners, not dominant talkers. They ask questions, don’t interrupt, and express interest and empathy in what they hear, making people feel supported and understood. Watch it above.

Cats, Anyone?

What if we shifted our focus from the ways people are different, and looked at the ways that we’re similar?

It’s easy to get along with people who share our values. We naturally create “ingroups” with people who share similar goals, political views or taste in music. Our ingroup becomes “Us,” and anyone outside our group becomes “Them.”

Is it possible to break down the barriers between Us and Them?  The Common Ingroup Identity Model says it is. Specifically, that if we can find a point of similarity with someone, we’ll show less negative bias towards them.

We put two real people on camera to test this theory. Watch it here.

The Science of Broccoli and Prejudice

One scientist’s vegetable experiment reveals a way to connect with people who are different from you … and you don’t even have to eat them.

Did you know that your brain has a built-in threat detector?  It’s called the amygdala. When it works well, it protects us from danger but it also creates unconscious bias—the stuff you don’t even know your brain is doing.

There’s good news. You can re-train your brain to reduce prejudice and bias — and all it takes is a few vegetables. Watch it here.

How to Shift From Hostility to Empathy in Political Conversations

Political conversation with someone whose views are different than yours are tough.  But even the thorniest divide can be more narrowed if we try “Moral Reframing“.

The technique allows you to identify the moral premise that matters to the other person and then present your idea in a way that makes sense to them.  Watch this video and learn how to closer divides in your politics…and beyond.

Watch it here.

If Democracy Had a Sound, It Would Be Jazz

The best elements of jazz and democracy come together in the pursuit of common goals.

Jazz and democracy have more in common than you might think. At their best, they use techniques to bridge differences and elevate diverse perspectives. Hear it for yourself here.

De-Stressing From Social Media Is Easier Than You Think

If you can feel your stress and anxiety levels rising while you use social media, you’re not alone. And even though your feed is completely digital, those negative feelings can actually have an impact on our physical health. Clenched jaws, tightened fists and elevated heart rates are just a few ways that bad experiences with other people on social media can manifest in our bodies.

But a simple mindfulness exercise like inhaling deeply, listening to music or taking a walk while paying attention to your surroundings can help combat that. At a time when social media use is surging due to the COVID-19 lockdown, it has never been more important to take care of yourself IRL while you spend more time online — and that means learning ways to find your center while you scroll.

Watch it here.

4 Ways to Support Your Multigenerational Workforce in a Pandemic

COVID-19 is affecting employees of all ages and forward-thinking employers are responding.

2020 has turned out to be a challenging year — most especially because of the multiple crises created by the COVID-19 pandemic.  In addition to the enormous effect on the health and wellbeing of people around the world, the crisis has had profound impacts on work and the workforce.  Millions of people in the United States alone have lost their jobs, and millions more have had to work in different ways.  

Prior to the pandemic, AARP already had been tracking the extraordinary implications of the growing megatrend of healthy longevity — in which people are living longer, healthier lives — and the resulting expansion of the multigenerational workforce.  With workers wanting or needing to work longer as they age, it is now common to see people from four or five generations standing shoulder-to-shoulder in the workforce. Amid the unprecedented disruption of the pandemic, we’re now asking: How is this crisis affecting the multigenerational workforce, and what are forward-thinking employers doing to adjust to the sudden shift in how they and their employees work?

In a recent interview, Reuters special projects editor Lauren Young sat down with Sharyn Jones, the head of talent management for MassMutual, a Fortune 500 insurance company with 7,500 employees, to talk about the benefits of the multigenerational workforce.  In particular, they discussed how MassMutual has adjusted their policies to support their employees, and how they have leveraged the challenges created by COVID-19 to bring people together and improve their culture.  Here are some insights from that conversation:

1. Generational diversity is key to innovative outcomes. On this point, Jones could not have been clearer: The more diversity you have in an organization, the better off your organization will be.  Diversity encompasses a range of factors—whether it’s gender, race, ethnicity or age. With greater diversity, “you’re going to have better outcomes, more innovative outcomes, more collaboration. And you’re going to be a more agile organization,” she said.

2. You must intentionally cultivate the benefits of age diversity. Having an age-diverse, multigenerational workforce brings many benefits — but those benefits can be magnified by design.  MassMutual has a reverse mentoring program called “Truth to Power,” where seasoned leaders regularly come together with several younger staffers to talk about what is going on in the business, in contrast to traditional mentoring where more junior professionals learn from those with more seniority or experience.  The more tenured leaders ask: What are the latest trends? What do we need to think about with respect to certain markets?  How do we need to change the way we’re doing business?  Jones shared that Roger Crandall, the CEO of MassMutual, has been participating in the program since it began in 2014 and comes away from each conversation having “learned so much about what is going on in the world.”

3. There are many types of caregivers, and employers must meet them where they are. At AARP, we recently released our “Caregiving in the U.S.” report and found that there are nearly 48 million caregivers tending to someone over the age of 18. Nearly one-quarter (23%) of the family caregivers are millennials and 61% of all family caregivers are working. Even before COVID-19, employees often wore “dual hats” as caregivers, but more than ever, people are doing their jobs while caring for others simultaneously.  Jones said MassMutual recognizes that these challenges are front and center now for everybody, and the company expanded its caregiving leave in recognition of the fact that its employees are caring for children, spouses, parents or other loved ones.

4. Culture remains critical and can be strengthened, even now. Jones emphasized how important it has been for employees to stay connected, particularly during these difficult times, and how critical intentional informality has been to that process.  That’s why her company promotes “walk and talks” and virtual happy hours where work cannot be discussed as a means of “encouraging people to let their guards down and connect.” A recent annual survey revealed that 95% of staff are “proud to be at the company.” “We’re connecting almost more than we were before,” Jones observed. “Before, it was happenchance. Now, it’s intentional.”

Of course, these are just some of the ways employers can leverage the multigenerational workforce during COVID-19, but what Jones has spearheaded at MassMutual is instructive for leaders across all sectors as they implement new practices that lead to long-term growth and success.  That’s why AARP is currently taking an in-depth look at policies that support the multigenerational workforce through a collaborative initiative with the World Economic Forum and OECD called “Living, Learning & Earning Longer.”  This includes working with major multinational companies to demonstrate the business case for age diversity and inclusion, which will be released in the form of a digital learning platform later this year.

To learn more about this work, or to join our learning collaborative of multinational employers, please visit our site.

Peter Rundlet is Vice President of International Affairs at AARP.

To Build It Back Better, Give Ourselves Permission to Feel

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

Let’s get the obvious question out of the way first: What’s up with that title? Since when does anybody need permission to feel? True, we all have feelings more or less continuously, every waking moment without ever asking or getting anyone’s approval. To stop feeling would be like to stop thinking, eating or breathing. Not possible.

Our emotions are a big part — maybe the biggest part — of what makes us human. And yet we go through life trying hard to pretend otherwise. 

Too often we do our best to deny or hide our feelings—even from ourselves. Our mindsets about them get passed along to our children, who learn by watching and listening to us, their caregivers and teachers—their role models. Our kids receive the message loud and clear, so that before long, they, too, have learned to suppress even the most urgent messages from deep inside. 

So we deny ourselves — and one another — permission to feel. We toughen up, squash it down and behave irrationally. We avoid the difficult conversation with a loved one; we explode at a colleague; and we go through an entire bag of chips and have no idea why. When we deny ourselves the permission to feel, a long list of unwanted outcomes ensues. We lose the ability to even perceive what we’re feeling — it’s like, without noticing, we go a little numb inside. When that happens, we’re unable to understand what’s happening in our lives that’s causing it. Because of that we’re unable to label it, so we can’t express it clearly, either, in ways the people around us would understand.

And when we can’t identify how we feel, it’s impossible for us to do anything productive about our feelings: to use them wisely — to accept and embrace them all. In order to build a culture of connection, bridging, and belonging – in our homes, schools, workplaces and communities – we must learn to make our emotions work for us, not against us.

I’ve spent the last 25 years trying to unpack these issues. Through academic research and plenty of real-life experience, especially in the world of education. I also have a personal interest in the bad things that happen when we deny ourselves permission to feel. Meaning I’ve been there, but thanks to a host of interventions and one special person, in particular, I made it out alive. 

Only a few naturally insightful among us can claim to have these “emotion skills” without consciously pursuing them. I had to learn them. And these are real skills. People from all backgrounds with all personality types will find them accessible and even life-changing. And they can be acquired by anyone of almost any age.

These skills can be used privately, but their best application is throughout a community, so that a network emerges to reinforce its own influence. I have seen this happen—our whole-school approach to social and emotional learning, RULER, is being deployed in thousands of schools all over the world, with incredible results. 

A number of years ago, I was training leaders in an underperforming school district. At lunch on the first day, I was standing in the buffet line next to a principal, and to make small talk, I asked him, “So, what do you think about the session so far?” He looked me in the eye, then looked down at the food and said, “The desserts look pretty good.” 

I realized at that moment what I was up against. I’m used to resistance, but his response hit hard. I decided at that moment that I had to reach him. His superintendent was fully on board, but it was clear that we would succeed in this district only if the other 100 leaders were also believers.

At the end of a couple of days of intensive teaching, I took a risk and said to the principal, “The other day, when we met, you weren’t so sure this course was going to work for you. I’m curious, now that you’ve spent two days learning about your own emotional intelligence and how to implement the skills in your school, what do you think?”  He stood up, looked around the room at his colleagues, turned and looked at me, and, honest, he started to cry. He said, “I didn’t know what I didn’t know. Thank you for giving me the permission to feel.” 

Let’s begin there.

Marc Brackett, Ph.D., is the Founder and Director of the Yale Center for Emotional Intelligence and a Professor in the Child Study Center of Yale University. He’s also the author of  “Permission To Feel: The Power of Emotional Intelligence to Achieve Well-being and Success.”

To Build It Back Better, Invest in Belonging

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

Over the past few decades, the landscape of American civic life has transformed. Participation in key civic institutions such as religious groups and volunteer organizations has plummeted, and our public square has been replaced with online echo chambers.  

But there is still one place in American life where adults of all backgrounds come together to pursue a shared goal: the workplace. Here many of us spend each day working alongside people of different ages, races, ethnicities, gender identities, national origins, and religions.

In many ways, the goal of American companies reflects the motto of the Great American Experiment, “e pluribus unum” (“out of many, one”). They’re tasked with the herculean challenge of forging community and a sense of shared identity among a vastly diverse group of individuals, and each company must find a way to harness the individual strengths of the group to accomplish its collective goals. 

Unfortunately, as American society has been torn apart by polarization and division, workplaces have been finding that they are not immune to these trends.

Over the past few years, employees have become increasingly divided over ideological differences. According to a recent poll, nearly one-third of working Americans are worried that they will miss out on career opportunities or lose their jobs if their political opinions were discovered. This concern is roughly consistent across political orientation, race, gender, and socioeconomic status.

When your workplace has a multiplicity of values and worldviews nested within a culture of outrage and intolerance, you have a tinderbox on your hands. Companies must be proactive in creating cultures that foster openness, intellectual humility, and mutual respect across differences. 

Doing so isn’t just good for our country. It’s also good for your bottom line. Research shows that fostering a sense of belonging within the workplace has a direct impact on improving work performance, motivation, and engagement. 

According to a study conducted by BetterUp, employees who feel a strong sense of belonging show a 56% increase in performance, a 75% decrease in sick days, a 50% reduction in turnover risk compared to peers with a low sense of belonging.

The data is clear: Investing in building a culture of belonging and inclusion pays. 

While there is no quick fix to culture change, there are steps you can take in the right direction. For example, OpenMind offers practical, scalable, and evidence-based tools to foster openness to diverse perspectives and equip people with skills for constructive dialogue. 

OpenMind’s online learning program helps employees understand values and perspectives that differ from their own. It addresses conflicts that tend to arise in diverse workplaces and provides employees with practical skills to navigate differences more effectively.

While our other institutions struggle, workplaces can model what it means to create a space where Americans from all walks of life feel respected, included and heard. Those who move in this direction will surely reap the benefits.

Caroline Mehl is the Co-Founder and Executive Director of OpenMind. You can learn more about her work here.

To Build It Back Better, Embrace Interfaith Diversity

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

This article is part of the #BuildItBackBetter track “The Relational Era: Building a Culture of Connection, Bridging and Belonging” — presented in partnership with Einhorn Collaborative.

Imagine if you woke up tomorrow morning and every institution founded by a religious community in your city or town had disappeared. Consider what would be lost: The most obvious answer would be churches, synagogues and mosques. Sad for those who regularly attend congressional worship, surely, but what does it have to do with the rest of America? 

A lot, actually. The synagogue is a local site for food distribution to the hungry. The mosque organizes regular visits to the senior center. The church basement is where AA meetings are held every Wednesday night. Each of the faith groups hosts an after-school program that children of all identities attend — and those programs are lifesavers for working parents in your neighborhood. 

The faith groups consider these programs part of their commitment to God to help other human beings — and they’re just the beginning. Consider for a moment who started the hospitals in your city. In Chicago, where I live, some of the best include Northwestern, founded by Methodists; Loyola, founded by Jesuits; and Rush, founded by Presbyterians. All those hospitals are connected to world-class institutions of higher education. 

In his book “Bowling Alone,” Harvard University social scientist Robert Putnam estimates that more than 50% of American civic life — from our philanthropy and social services to health and education institutions — is somehow connected to religious communities. 

But the religious contributions to the nation go far beyond concrete efforts like health care and education. For centuries, our ideals for American democracy have been expressed in religious language. We have thought of ourselves as a city on a hill, a beloved community, a cathedral of humanity, a new Jerusalem, an almost chosen people. Each of these phrases is drawn from religion, generally what has come to be called the Judeo-Christian tradition.

But America is no longer a nation of Christians and Jews. There are approximately twice as many Muslims in the United States as there are Episcopalians, and nearly as many Muslims as Jews. We are all well aware that the United States is soon going to be a majority-minority nation. We should be equally aware that we are the most religiously diverse nation in human history. We should be asking ourselves the question: how do we welcome the contributions of the emerging religious minority communities in our midst? A diverse nation needs bridges between its different communities, and a bridge to a collective future where everybody can thrive.

Unfortunately, too little attention is paid to the religious dimensions of American diversity. In a recent study of higher education co-sponsored by my organization, Interfaith Youth Core, in partnership with research teams at The Ohio State University and North Carolina State University, we found that 70% of students reported that they felt it was important to bridge religious divides. And yet these same students also highlighted that, while they spent substantial time focused on race, nationality and sexuality, their colleges spent little time teaching them about issues of religious diversity.  

If the United States is to thrive as a religiously diverse democracy, we are going to need all Americans to increase our interfaith knowledge base and grow our interfaith skill sets. Higher education is an excellent place to start. IFYC has programs that help campuses create courses in Interfaith Studies and integrate interfaith leadership training into their student affairs programming. Religious communities can play their part by organizing interfaith congregational partnerships, and cities can host events like Days of Interfaith Service. In the COVID-19 era, a range of educational and civic organizations can make use of interfaith campaigns like We Are Each Other’s.

The United States is long past being a Judeo-Christian country. It is time for a group of interfaith and interfaith-fluent leaders to help usher us into a new chapter.

Eboo Patel is an author, speaker and interfaith leader. He is the founder of Interfaith Youth Core.

Insights on Building a Culture of Connection, Bridging and Belonging

In partnership with Einhorn Collaborative, we held a conversation with four luminaries — David Brooks, Jenn Hoos Rothberg, john a. powell and Jacqueline Novogratz — on how we can commit to building a culture of connection, bridging and belonging in our relationships, in our organizations, our communities and across our country.

Here are some insights from that conversation.

  • People are distrustful because society and each other have not been trustworthy. Trust is the residue of experience. We’re struggling as a people because we have walls of distrust and animosity. The big difference this year is that we used to be able to pull together in a time of crisis as a social body. One unit that would behave as a one nation in times of crisis. We failed to do that this year, because we failed to form a social body.
  • What happens when you leave people alone distrusting, they do what they’re evolutionarily told to do. You revert to tribe, you develop scarcity mindset, you get hostility and you get othering.
  • We’re at one of those moments of moral convulsion where culture changes in a fundamental way. We are faced with the challenge of how to rebuild trust. To me, trust is built on both a personal level by open and virtuous, reliable trustworthy  behavior to one another, but also built in organizations. Trust is built by small organizations of people tackling common problems.
  • Toxic belonging is when my belonging is based on your not belonging, my belonging is based on othering you. This is the great challenge for America. We have this amazing vision of creating a society where all people are created equal in the midst of genocide and enslavement of people. There is a movement in two different directions one of expanding equality and a movement to holding on to slavery and toxic belonging. Both of these impulses are still here today.
  • What’s also happening in the United States and around the world is that we are reckoning with what freedom actually is, and that it can’t exist without constraint. Yet we are still having a conversation that is in America that is based on a rather naive definition that is self-serving and not other-serving.
  • There are many ways to think about freedom. If it’s just about you, you have unlimited freedom. If you understand that what you do affects others, you don’t have unlimited freedom. But we forget that we don’t live in a binary.
  • Even when we are in close proximity to each other, we create distance in our minds that still has an effect on our moral imagination. How do we transcend difference even when we are looking right up close to each other.
  • Every society implies an ideal person that needs to live in that society. In a hyper pluralistic society, where there is no dominant majority but radical diversity, social range and social courage is a key trait that encourages the ability to have a pluralistic identity and live a pluralistic life, and the ability to also see across differences and probably to code switch.

If you missed that conversation, you can watch it here.