How Managers Can Dismantle “Benevolent Marginalization”

While there is a growing recognition of the significance of diversity, equity, and inclusion (DEI) initiatives, many firms fail to break down the subtle barriers obstructing progress because they engage in patronizing behavior that the authors call “benevolent marginalization.” Drawing on insights from a decade of research on benevolent discrimination experienced by women and individuals with disabilities in the workplace, the authors propose three key strategies to help discard such protectionism while forging a path toward genuine inclusion: shifting the focus from help to empowerment, engaging allies in non-managerial roles, and creating supportive spaces by handing over responsibilities for shaping their own professional lives to marginalized individuals.