Navigating politics and polarisation in the workplace

I have a playlist I turn to when the world news feels a bit much. One of my favourites is What’s Going On by Marvin Gaye.

Did you know Motown originally didn’t want to release the track because it had an unwritten no politics rule?

Gaye pushed back, insisting that music had to reflect the reality of the time; war, protest, and inequality. The song went on to become one of the label’s biggest, most enduring hits.

Fast forward fifty years, and many of the same themes are still with us.

Rising polarisation carries a real risk of spilling over into workplace interactions. Yet banning conversations altogether is both unrealistic and counterproductive. It can give the impression that the organisation cannot tolerate opposing viewpoints. And who decides what counts as political?

A shifting Overton window

Political developments have widened the Overton window: the range ideas and policies that are considered socially acceptable to discuss at a given point in time.

In communications, it explains why topics that were previously considered unacceptable to talk about can suddenly feel mainstream. These issues may be divisive, and it’s natural for organisations seeking cohesion to want to avoid conflict. But in the pursuit of inclusivity, shutting down dialogue entirely can do more harm than good.

The risks of avoidance

Ignoring these conversations doesn’t make them disappear. Left unmanaged, political conversations can marginalise employees who feel their views are unwelcome or escalate into formal HR complaints as the political turns to personal

Context matters

Of course, how political conversations play out depends heavily on context. If you work in a multinational you may need to account for cultural differences across regions. Public sector organisations may need to lean harder on neutrality. Generational perspectives also may differ with younger employees potentially more comfortable discussing social and political issues, while older colleagues may prefer to keep them out of work altogether.

The role of internal communications

Internal communicators have a role in helping organisations navigate these tricky waters but not in isolation. The most effective approach is a partnership with leaders setting the tone, HR defining the guardrails through policy and practice and communications equipping managers, and ensuring employees feel both informed and heard.

When these functions work together, organisations are far better placed to balance free expression with respectful behaviour.

Five tips for communicators navigating politics and social issues

1. Prioritise employee safety both physical and psychological. Make sure people know where to turn for support, and ensure employee networks have space to provide safe, constructive forums.

2. Listen to understand. Don’t assume you know how your people are feeling. Use listening sessions, or networks to understand how employees are experiencing current events and what if any support they need. Acknowledge emotions and create psychological safety.

3. Prepare for misinformation. Recognising that misinformation and disinformation can create real risks for both your people and organisation do you have a plan? The GCS Resist Toolkit is a good starting point to counter disinformation confidently.

4. Reinforce organisational values. Remind people of the behaviours and principles expected both in the workplace and remind colleagues of behaviour expected outside including on social media

5. Work with HR and leaders on clear boundaries. Policies should be simple, accessible, and consistently applied. Equip managers to role-model respectful dialogue and intervene constructively when conversations heat up.