From team to allies: how government service teams can work together to reduce internal inequalities

By mapping our privileges (or lack of them) and then as a team acknowledging default power structures, government service teams can help to build better services by making sure that the right people are heard and valued.

I was in a service assessment and fighting back tears. After 2 hours, the assessment had reached the design section. I was the only designer from my team present. According to assessment protocol, any questions in this section would be answered by the service owner or me. But that wasn’t happening. The design assessor kept locking eyes with the user researcher and product owner and directing questions at them.

Why wasn’t I allowed to speak?

Was it because:

  • I was sitting well to the left of the assessor, which as a right handed person might have made it harder for him to make eye contact?
  • I’d run the demo so looked more like the tech person?
  • the user researcher and product manager had already got to speak a lot and were perceived as the experts?
  • I was a woman (as was the service owner) whereas the design assessor, user researcher and product manager were men?
  • I was not posh and relatively young (as was also the case for the service owner?)

I managed to hold back my tears of frustration. The service owner tried to give me a chance to speak but wasn’t listened to either.

After the session the service owner and I shared our disbelief at what had happened. However, the user researcher hadn’t noticed. When I pointed it out : “oh yeah, that was weird”.

I now understand that that feeling of being marginalised due to compounding reasons — reasons that others completely missed — is the lived experience captured by intersectionality.

Unravelling discrimination through intersectionality

In her excellent book Introducing Intersectionality, Mary Romero defines intersectionality as:

a sociological concept for unraveling the complexities of systems of power … [focusing] on the intersection of … various forms of oppression as they actually exist in our daily lives. (p35)

The phrase is generally believed to have been coined by critical race theorist and lawyer Kimberlé Crenshaw who first used it in an article in 1989. She used intersectionality to highlight how black women filing legal discrimination cases fell between the cracks of sexism or racism. Their cases weren’t just about racism, as not all black people were discriminated against. They also weren’t just just about sexism, as not all women were discriminated against. Instead, the black women experienced both forms of discrimination at the same time.

Crenshaw used the word ‘intersectionality’ to evoke collision and injury:

Discrimination, like traffic through an intersection, may flow in one direction, and it may flow in another. If an accident happens in an intersection, it can be caused by cars traveling from any number of directions and, sometimes, from all of them. Similarly, if a Black woman is harmed because she is in the intersection, her injury could result from sex discrimination or race discrimination. (p149,1989)

In this way, intersectionality is different from inclusion and diversity:

Celebrating difference for the sake of inclusion does not dismantle the everyday practices of privilege or oppression. Intersectionality is not concerned with “diversity” or “multiculturalism” but with power relationships, specifically the ways in which difference embeds domination and oppression.

There are many examples available in books and online about how this plays out in the world. These lanes of discrimination can include:

  • Age
  • Gender or sex
  • Sexuality
  • Race
  • Class
  • Religion
  • Job role
  • Job status
  • Nationality
  • Mental and physical health
  • Communication style
  • Family commitments and support

In a service team, aside from my service assessment experience, this could translate into examples such as:

  • A young looking service manager with a regional accent who is taken more seriously when she dresses formally
  • A softly spoken content designer who is also a solo parent, and notices that more social and outgoing designers progress faster
  • A tester (QA) who has dark skin and wears a hijab, who has her competency challenged more than other testers
Image of the team page on the GOV.UK service manual
Image of the team page on the GOV.UK service manual
The Service Manual talks about managing a service team, but not acknowledging and managing the power dynamics in it.

Things to ask yourself and your service team about power dynamics

I have split these into skills, the organisation, and individuals. This is similar to the diversity wheel that talks about internal, external, and organisational dimensions. However I try and allow for discussions about power individually and as a team.

How a team can do this will depend on the comfort of the team with talking about things.

If there’s any concern that there may be power imbalances

I’d suggest that the team do the two parts individually and anonymously. Then an impartial person can review and replay the results for discussion. The impartial person could be a delivery manager, practice lead or someone else not directly related to the group.

If the team does have good psychological safety

If the team is confident that they can talk about power dynamics, then they can:

  • do the personal questionnaire on their own
  • Share and discuss their results as a team
  • then do the team section together

If you’re not sure

This is where a ‘safety check’ with the team may help — asking before ‘are you comfortable doing this as a team’ and letting people use post-its to say yes or no. If a single person says no, then do it anonymously.

The questions

Two worksheets. The left has a set of questions with yes/no/unsure, and the right team level general questions for discussion
My alpha power dynamics and service teams worksheets. The text sheets are on Google Drive.

When you’ve done each section, here are some suggested discussion points:

  • Self reflection statements: If you got mostly yes - congratulations, you’re winning at power dynamics at work! But what about your colleagues? If you got some or more nos — you probably already knew this, but the question is, do your colleagues who got mostly yeses know? And if you had unsures — why is it that you’re unsure? Is it because you’re not sure if it’s a true no? Are there other lanes of potential discrimination that you also want to make visible?
  • Team prompts: Have we been surprised about what we’ve learned? What can we do to address any of these power dynamics?

This is only a starting point. While some changes may be far bigger than a person or a team, having a language to be able to notice these power imbalances is a starting point to be able to make changes.

Microaction: practice allyship

  • Making sure that person is given a chance to speak
  • Making people understand the importance of their role
  • Being mindful of the grade structure and when it may be necessary to use it
  • Pushing for communities of practice to be transparent about both helping their members but also holding them to account
  • Cultivating your knowledge of the lived experience of colleagues who aren’t like you

If people have other questions or actions that they do, let me know below or on Twitter. If anyone is interested in workshopping this in government, also get in contact.

Further reading

  • Introducing Intersectionality (Short Introductions) — I found this a good start to understanding the concepts and the layers of intersectionality (Buy from Amazon)
  • “Demarginalizing the Intersection of Race and Sex: A Black Feminist Critique of Antidiscrimination Doctrine, Feminist Theory and Antiracist Politics”, Kimberle Crenshaw — for any research nerds, this is the article seen to introduce the concept of intersectionality. (Read for free online)

This post is part of Amy Hupe’s #10moreblogposts initiative. Thanks Salma Patel for her help as content coach. An earlier version of this article appeared on vickyteinaki.com.

Doing design’s unsexy middle bits. I work in government and read a lot.

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