Why employers must embrace the art of disagreeing well

Workplace debates on social issues are inevitable. Our founder, Lewis Iwu, explains how constructive dialogue can strengthen culture and help organisations navigate tough conversations.

Society has always had heated debates about key social and environmental issues, such as racial justice and how quickly we should transition away from fossil fuels. This debate has intensified over the past five years - the murder of George Floyd, the fight over reproductive rights, Gaza, the UK riots - just to name a few issues. We have also seen workplaces become an arena for contested ideas on social and environmental issues.

Why social issues are reshaping workplace conversations

Our view is that this trend will not fade away. Political developments in the US and broader populist sentiment, the climate crisis, and global inequality will place employers in a position where their people will be heavily invested in these issues as citizens of the world. These conversations will naturally occur at the water cooler, team meetings, town halls and company intranets.

Furthermore, our Purpose Pulse report shows that the number of millennials and Gen Z who expect businesses to do more on social issues has increased from 39% to 53% over the past three years. These debates are not going away anytime soon.

This backdrop poses some key questions for employers:

• Should we create the space and time for these conversations in our workplace?

• What is the right space and format to open up these conversations?

• How do we ensure the discussion remains constructive and doesn't become divisive?

• How do we create a safe space where employees feel comfortable sharing their views?

• What actions should we take after these sensitive conversations to emerge stronger?

The benefits of constructive workplace dialogue

Our view is that structured conversations on these sensitive social and cultural topics can strengthen an organisation when planned and facilitated with thoughtfulness, skill and care. There are a few reasons why.

1. A release valve" for workplace tension

Creating the space for these discussions acts as a release valve. We've observed from some of the projects that we have worked on that while employees may disagree with the ultimate decision of a company to take a stance or not to take a stance, they value the ability to have their voices heard. The alternative is that the anger and tension around a topic may fester, be it over serious misconduct in an organisation or adjustments to net zero targets. Alternatively, these conversations may spill onto platforms unsuitable for productive discussions on heated topics, such as internal chat channels.

2. Strengthening communication and critical thinking skills

These spaces promote a culture where people can constructively challenge, listen and respond to each other. These are skills that everyone needs in any society. Employers value communications skills—creating the space for these dialogues to allow people to hone their listening and speaking skills on real and complex topics. 

Furthermore, these are the skills employers should be creating the space for people to develop through these conversations in the context of preparing their workforce for a world where technology will play an increasingly important role in our lives. 

The World Economic Forum's Jobs Report 2025 highlighted leadership, social influence, empathy, active listening and analytical thinking as key skills for organisations to develop over the next five years. Open dialogue that embraces constructive challenge on these issues is an essential way of developing these competencies.

3. Informing organisational strategy and decision-making

Finally, creating the space for these conversations can provide important insight into how the organisation should respond, if at all, to these challenges. These conversations can generate important ideas on how a company can increase its impact on an agenda, such as social mobility or gender-based violence. 

I recall facilitating these conversations among a group of C-suite leaders of a large multinational business. The discussion of a sensitive topic clarified the leadership team's thinking and paved the way to identify a business opportunity from having a meaningful response to social injustice.

Our data shows that a significant number of people who go to work don't leave their passions, identity or values at the door. The world is having several heated conversations about issues that matter deeply to people. Rightly so. Rather than shy away from this fact or hope these issues disappear, leaders should embrace well-curated, structured conversations that bring people closer together and create a culture of openness and constructive dialogue.

Do you want to foster meaningful workplace conversations? Get in touch with us to learn how we can help your organisation create a culture of constructive dialogue.