Are you using inclusive language at work? You should be.
Language is one of many behavioral markers that identify a space as welcoming or unwelcoming. It informs and reinforces cultural norms. Instances of language missteps are often written off as a minor offense, never get addressed and only later snowball into tangible forces that push out marginalized people — with many leaders oblivious to the cause of their departure.
Inclusive language is key when it comes to creating spaces where marginalized voices are heard and elevated, and dominant voices informed and coached. While learning and updating the correct language to properly identify your colleagues is important, it is only the beginning of the work necessary for creating equitable spaces built on fairness and respect.
What is Inclusive Language?
Inclusive language is a broad phrase. Seeing a rapid rise in popularity, it also has lost much of its meaning along the way, making it effectively a buzzword. But what is it, really? Inclusive language, in practical terms, does two things. First, it replaces your default assumptions. Whether this is replacing fireman with firefighter or not assuming a pregnant colleagues career plans, it is important to remove or neutralize your default assumptions. Second, it makes your word choice more precise. Simply, you will better identify and connect with those around you by listening to the language they want used.
While we may not be conscious of these defaults, they seep into our workplaces. For instance, a quick Google search of the word “leader” will produce homogeneous results. This type of norm reproduction has tangible effects. In this year’s AWIS Membership Leadership Survey, 84 percent of white women and 73 percent of women of color reported having their judgment questioned in their area of expertise. The trend holds for being assumed more junior (even though they weren’t) and having their accomplishments credited to someone else. These instances aren’t unrelated as over 70 percent of AWIS women members also reported having to provide more evidence of competence than their peers.
It is important to pull the focus away from learning about inclusive language as if it were a lesson on vocabulary. If we zoom in on what we are “allowed” and “not allowed” to say, we end up missing the point. Often, frustration with not knowing what or how to say something gets in the way of creating a space for conversation and collaboration with those from marginalized groups: our own personal frustration with words blocks real people from resources and relationships. And that’s the opposite of what we set out to accomplish.
Getting started
Be open to feedback (and implement it).
Implementing just one intervention will not change culture. Sustainable change takes hold when the culture and values of the workplace align with inclusivity. This is reflected in behavior and in policy — both of which can be quickly lost without intervention. From AWIS’ work with 18 other professional scientific societies, this has been shown to be true. The NSF-funded AWARDS project instituted policies to broaden selection pools and reduce bias in faculty award selection processes. The year after the training, women’s representation and selection in awards increased, but without continued intervention rates reverted back just a year later.
Make an effort to keep current.
Identify resources to keep current on social, cultural and regional language use. It is important to note that this job falls on you and not on the single person from a marginalized background in your place of work. Behavioral change takes time, so take a step-wise approach to add new language into your social interactions. This will more accurately and properly identify those around you and send a signal that this space is welcoming. It will also build your sense of confidence in your decision to make this change.
Prioritize people over personal discomfort.
The work of creating inclusive spaces is never done. Start with those who know the issues best at your institution: the people facing them. Begin by believing that these experiences are credible and have merit even if you don’t experience it the same way. It is never easy to come forward, and we know that many scientists and academics have to wait until they have the protection of tenure to bring cases of harassment and sexual assault to their institution out of fear of retaliation.
Refresh and renew your energy.
Advocating for inclusive spaces is intellectually and emotionally intensive, and it is vital to not burn out. Allies are an invaluable resource for change, and it is unsustainable to “be on” at all times.
The Bottom Line
These recommendations should serve as suggestions to guide your energy to make change within your own institution. The key is to make changes within yourself that will inform and empower you to make changes in your communities.
