Everyday Heroes: The Value of Civil Courage in the Company

Translation of “Eroi ed Eroine tutti i giorni. Il Valore del Coraggio Civile in Azienda” on HBR Italia by Alessandro Giandolfo e Najoua Meddad

Companies that engage with integrity and transparency, demonstrating through meaningful actions their commitment to combating micro-aggressions and supporting a culture of social responsibility, take a crucial path toward improving both individual and collective well-being, while strengthening a genuine sense of community.

WHAT ARE MICRO-AGGRESSIONS

Micro-aggressions, a term coined in the 1970s by American psychiatrist Chester Pierce, represent verbal, behavioral, or environmental violations—whether intentional or unintentional—that convey hostile, derogatory, or negative messages toward stigmatized or culturally marginalized groups (Sue, 2010).

Unhappy the land that needs heroes

Bertolt Brecht

These are common occurrences in everyday life, taking place in organizational, physical, or digital contexts, highlighting disparities or exclusions driven by prejudice. Though often dismissed as mere gaffes or simple jokes, micro-aggressions are attitudes we experience or perpetrate daily, often unconsciously.

Here are some examples, though everyone likely has a personal list of similar incidents they regularly encounter in everyday life (see figure).

Awareness of these risks requires a commitment to fostering a corporate culture where micro-aggressions are not only recognized but also assertively addressed.

In general, we are more likely to recognize and confront macro-aggressions because they are more evident manifestations of discrimination, and because we can rely on structured company reporting systems. However, macro-aggressions, understood as violent acts toward another person or group, are not necessarily more serious than the perception of inequity, lack of fairness, or injustice experienced by those who violate the principles of equality and uniformity of treatment.

Micro-aggressions, often overlooked, are like small sharp stones that erode social cohesion. It is essential to distinguish and define them precisely, as well as to adopt preventive measures, because macro-aggressions can stem from the repetition of unmanaged micro-aggressions (see figure).

Discomfort that initially appears mild, if experienced continuously, can gradually grow, similar to a balloon accumulating unhealthy air until it reaches saturation and bursts.

WHY DO WE USUALLY NOT INTERVENE?

There are various explanations for the lack of intervention against micro-aggressions, here are a few:

• Lack of awareness. People may not realize they are witnessing a micro-aggression
• Guilt. Internal judgment can be a strong deterrent to reporting for those who experience or perceive a violent act
• External judgment. Often, within their environment, people do not feel believed or are judged for reporting behavior that deviates from the common mindset
• Avoidance. The severity of situations may be minimized, thinking they are just isolated incidents
• Skepticism about change. The belief that things will never change can discourage civil courage
• Waiting for the right moment. Sometimes people wait for the perfect time to intervene, not realizing that any moment is the right one to do what is right
• Uncertain outcome. In situations requiring civil courage, the outcome is not always positive. The person who committed the wrongful act is not always sanctioned, leaving those who reported feeling as if justice was not served and experiencing aggression again

HOW CAN WE RECOGNIZE AND ADDRESS MICRO-AGGRESSIONS?

There is a methodology that helps us recognize and neutralize them: civil courage.

This is a practical, concrete, and applicable methodology in any context, enhancing awareness and action to counter daily injustices, both online and offline. It promotes the identification of virtuous actions and neutralizes devaluing language, tones, and generalizing comments. In short, it guides us in intervening when we are confronted with micro-aggressions.

According to psychologist Tobias Greitemeyer (2007), civil courage is demonstrated when a person supports others to uphold a social or ethical standard, regardless of the consequences to their own social standing (Rate et al., 2007).

Psychotherapist Kurt Singer (2003) outlines the key aspects to consider when discussing civil courage.

• Do not force others to adopt your own ideas
• Be consistent with yourself
• Eliminate suggestions that block courage (such as “better not get involved!”)
• Abandon verbal and non-verbal violence
• Always engage when human and democratic values are threatened
• Participate actively and make judgments
• Have the courage to contradict, even in front of your friends
• Argue based on facts
• Face your own fears

In the corporate context, civil courage materializes in action, intervention, or the expression of one’s opinions when faced with situations that violate our core values, involve violence or wrongdoing toward ourselves or others, or limit personal and collective freedom, going beyond our personal interests.

It is crucial to understand that civil courage is not innate but rather a skill that can be developed and refined through continuous practice in recognizing and acting against injustices and intimidation. This competence doesn’t require taking unnecessary risks but, on the contrary, involves stopping, observing, and intervening safely, prioritizing thoughtful reflection over impulsiveness.

WHO DECIDES WHETHER A BEHAVIOR IS ACCEPTABLE OR NOT?

Why should someone’s personal values be considered more “right” than someone else’s? By what criteria can we evaluate whether a behavior is morally acceptable or not?

Answering these questions, and others like them, can be extremely challenging for most people working in a company, as there is no definitive answer that can resolve every doubt.

There are behaviors that may seem harmless or insignificant, but over time, by affecting our own or others’ sensitivities, they can cause significant psychological impacts. Identifying and precisely defining a micro-aggression is a difficult task, as it largely depends on individual perception.

ADDRESSING MICRO-AGGRESSIONS IN THE WORKPLACE: H.E.R.O. MODEL

Civil courage is more than just a personal virtue. It is a skill that requires training and constant practice; for this reason, at Mida, we have developed the H.E.R.O. Model over the years, a model specifically designed to address the challenges of civil courage in the corporate context.

This approach is based on the fundamental idea that courage is not limited to heroic gestures but can also manifest through smaller, yet significant, everyday actions. The H.E.R.O. Model provides tools for organizational citizenship to recognize micro-inequities and micro-aggressions present in the workplace, identify their nature and causes, observe behaviors, and offer guidelines on how to intervene and strengthen one’s civil courage over time (see figure).

HOW CAN WE TRULY ACT WHEN FACING A SITUATION OF MICRO-INEQUITY?

Through 4 key actions:

1. HIGHLIGHT THE BIAS – IDENTIFY THE BIAS PRESENT IN THE SITUATION

People are constantly subject to the influence of biases, systematic thinking errors that occur when individuals process and interpret information from their environment, affecting decision-making and the formulation of judgments.

When we fall prey to biases, we are more likely to make quick judgments and react impulsively, without considering the impact of our words or actions on the people involved. Breaking this automatic cycle and taking a moment to identify the bias present in the situation and pinpoint its root cause is essential to begin understanding which erroneous assumptions or stereotypes are distorting our judgment.

2. EXAMINE BEHAVIOR – OBSERVE THE BEHAVIORS

The second step in this process requires careful observation and precise classification of what is happening. Naming what you are analyzing not only prevents misjudgments but also serves as a crucial step in avoiding overestimation or underestimation of the situation.

This involves recognizing and naming not only personal behaviors but also those of the surrounding individuals. Clearly identifying these social behaviors creates a solid foundation for effectively understanding micro-aggressions and sets the stage for intervention.

3. REACH YOUR POWER – DECIDE HOW TO INTERVENE

Once the bias and observed behavior have been identified, it’s time to intervene. It’s important to decide how to intervene based on your own style, personality, and relationship with the other people involved. The choice of intervention should be thoughtful, reflective, and not instinctive, in order to ensure your safety and that of all the parties involved in the micro-aggression dynamics.

The H.E.R.O. Model provides three possible modes of intervention:

• The “Power of 1” which suggests direct intervention by taking initiative in the face of micro-aggressions
• The “Power of 2” involving an ally in the situation
• The “Power of Asking” in some cases, it may be helpful to ask someone not directly involved in the situation to intervene later

All the powers hold equal value and importance. None is more significant or effective than the others. This is where the great importance of alliance comes into play: addressing micro-aggressions may require resources that are sometimes not available individually. Moreover, we might not feel capable of intervening on our own in a relationship or situation of micro-aggression that we are observing.

4. OBSERVE RESULTS – REFLECT ON THE EXPERIENCE

After addressing a micro-aggression, analyzing your own behavior and reflecting on past experiences become vital phases in the process of developing and empowering civil courage. This approach aims to turn intervention into a dynamic process, allowing those who intervene to experiment, learn from their mistakes, and refine their style of civil courage.

The H.E.R.O. Model provides a comprehensive and thoughtful approach to managing micro-aggressions in the workplace. From identifying biases to evaluating the actions taken, the model offers clear and structured guidance to promote civil courage and individual and collective empowerment. The model not only suggests practical actions to confront micro-aggressions but also encourages a process of personal and collective growth based on empowerment and awareness.

HOW TO BE A H.E.R.O. AT ADECCO

In June 2021, MIDA began a collaboration with the Adecco Group, a renowned multinational company specializing in providing human resource management solutions to businesses of various sizes and sectors. The Adecco Group employs around 800,000 collaborators and supports over 100,000 clients through its approximately 34,000 employees, spread across more than 5,100 branches in over 60 countries and territories worldwide.

In line with previous initiatives aimed at promoting gender inclusion on a cultural and organizational level, these efforts contribute to achieving one of the Group’s strategic KPIs: reaching 50% women in managerial positions by 2030, in accordance with the UN Agenda’s SDGs. To achieve this, the Adecco Group has launched global initiatives aimed at:

• Adjusting organizational processes that impact hiring and career development
• Raising awareness among the company’s employees

Within this strategic plan, Adecco Italy decided to implement a program aimed at a group of high-potential women, with the goal of:

• Promoting the value of gender inclusion
• Enhancing leadership skills necessary to face the challenges required by a managerial position

The goal of the LeadHers project was specifically to engage 20 high-potential women in an empowerment journey aimed at promoting awareness, ambition, leadership, courage, and inclusion. Dr. Monica Magri, Group HR & Organization Director at The Adecco Group Italy, had the ambition to “approach a topic like gender diversity while also teaching a methodology such as the HERO Model, which can be applied to other themes and makes people reflect on how much can actually be done within their own work group.

When I hear someone say, ‘nothing can be done to change this’, I always respond that something can always be done, even simply saying you don’t agree or don’t identify with something. It’s essential that everyone believes their contribution has value and can be heard.”

The project began with a self-assessment designed to promote self-awareness on the topic of diversity and inclusion. Following this, an empowerment workshop was held to provide skills and awareness about gender differences. The aim was to develop an understanding of personal resources to integrate them into both work and personal life, counteracting the risk of “devaluation.” In particular, the program sought to foster inclusion and exchange, also involving men, including 10 managers, to share experiences related to equality or inequality in career progression and to define best practices for inclusive leadership.

The journey concluded with training aimed at enhancing the courage to assertively express one’s point of view. The goal was to build alliances, identify virtuous behaviors in support of civil courage, and develop a distinctive Civil Courage Guide specific to Adecco. The project’s approach fostered both individual and collective growth, encouraging the sharing of experiences and the adoption of inclusive and assertive practices within the company culture.

Two fundamental actions emerged:

1. The formation of groups of Ambassadors committed to becoming role models. These individuals actively practice inclusive behaviors with the goal of continuing the educational journey alongside the new workgroup, addressing the issues that emerged and sharing a consistent narrative with the entire organization. They also worked to keep the new group’s collaboration alive, so future discussions about possible initiatives could take place. For example, the creation of Adecco programs aimed at engaging clients and promoting inclusion in sectors with a greater gender gap.
2. The development of a “Civil Courage Guide” at Adecco to spread inclusive behaviors. This guide was designed to capture common daily situations of micro-aggressions, particularly in the area of gender equity, to provide a practical tool that teaches how to recognize them and intervene effectively to promote change and “make a difference.” The goal is to distribute this guide to raise awareness and encourage greater understanding of inclusion issues.

When we asked Dr. Magri what tangible aspects of that project remained over time, her response was:

“It was significant that, after an initial period of study and framing, the group’s energy naturally brought out a series of reflections, and from those reflections came passionate discussions and many suggestions on how to intervene to improve or resolve situations that were not aligned with the company culture. Tangible tools and methods from the project have remained, especially the practice of pausing individual reactions and focusing more on identifying biases or areas of conformity. The concept of observing results—even small but consistent ones—related to a changed behavior, I believe, leads to a more optimistic approach to truly affecting change.”

Looking at the power civil courage can wield, hopes and aspirations for the future are tied to the growth and consolidation of an inclusive and collaborative corporate culture.

The hope—borrowing from Dr. Magri’s concluding thoughts in the interview, which we include here to close our piece—is that civil courage will continue to play a key role in promoting a work environment where diversity is valued as enrichment:

“Talking about the ‘power of many,’ by valuing the strength that comes from cooperation and cohesion within a company, is, I believe, a very important concept for creating truly inclusive organizations that care about the group’s well-being. I am very hopeful about these issues because, after a period of crisis and regression linked to the aftermath of the pandemic, today I see the possibility of a concrete synthesis of these aspects. This practically means empowering at all organizational levels, even through networks of Ambassadors for these new values and approaches, who work throughout the territory in a capillary way, synthesizing diverse needs and ensuring the sharing and dissemination of corporate culture.”