Introduction
Summary of the book Decentering Whiteness in the Workplace by Janice Gassam Asare. Before moving forward, let’s briefly explore the core idea of the book. Imagine stepping into a place where you never have to hide parts of yourself, where the way you talk, look, or celebrate traditions is not measured against an outdated standard. This book invites you to explore why so many well-intentioned diversity and inclusion efforts fall short: they fail to recognize how deeply whiteness is embedded in the norms and assumptions shaping our offices, factories, and boardrooms. By revealing the historical roots of whiteness, examining everyday behaviors that keep it in place, and understanding the heavy costs shouldered by those outside its circle, we learn where real change must begin. These chapters guide you through strategies to transform policies, reshape cultures, and foster spaces where empathy and accountability drive continuous progress. Decentering whiteness is not an abstract idea—it’s a pathway toward fairer, more vibrant workplaces where everyone thrives.
Chapter 1: Uncovering the Hidden Historical Roots of Whiteness Shaping Workplace Realities.
Imagine entering a world where certain people’s ways of speaking, dressing, and even styling their hair are treated as the standard everyone else must follow. This pattern did not appear out of thin air; it is rooted in centuries of history. The concept known as whiteness was deliberately formed long ago to give specific European groups power over others. Over time, whiteness evolved beyond simply describing skin color. It became a set of rules, habits, and ideas that guided who gained respect, who accessed opportunities, and who got to feel like they truly belonged. As European colonizers spread across continents, they imposed their cultural ways on peoples whose lands they invaded. These colonial practices built systems that rewarded those who looked, behaved, and spoke like the Europeans in control. Understanding these historical roots helps us see how modern workplaces still carry whiteness deep inside their foundations.
In the early American colonies, laws and social norms were crafted to ensure that European settlers, considered white, held power over African and Indigenous peoples. As the idea of whiteness grew stronger, it became a tool to justify slavery, theft of land, and treating non-European people as inferior. Over the centuries, this social invention hardened into rules that shaped everyday life. Whiteness decided who could vote, who could own property, who could learn to read, and who could enter certain professions. Immigrants from Ireland, Italy, and other European nations were eventually absorbed into the circle of whiteness to maintain a powerful majority. This merging of various European cultures into white strengthened their hold on wealth, leadership, and education, leaving non-white communities to struggle against countless barriers. This power imbalance did not simply disappear when formal segregation ended.
Fast-forward to today’s offices, boardrooms, and human resource departments, and you can still see the quiet footprints of whiteness influencing workplace culture. Policies might favor communication styles, clothing, and hairstyles that align comfortably with white norms. Hiring managers might unconsciously trust candidates who look or speak like themselves, often resulting in non-white applicants being overlooked. Even small things, like who feels at ease bringing their favorite foods to a work potluck or decorating their workspace with symbols of their heritage, can be shaped by hidden white-centered expectations. When these patterns go unexamined, they become the water everyone swims in—nearly invisible yet powerfully controlling whose ideas are welcomed and whose comfort matters. By unmasking these historical roots, we begin to understand that what may seem normal is often just old traditions of whiteness silently steering the ship.
Recognizing how history shaped the present helps us notice when fairness is off-balance. By seeing whiteness as a made-up system rather than a natural fact, we can start asking tough questions: Why do certain speech patterns earn more respect in meetings? Why do certain hairstyles prompt unfair comments from supervisors or coworkers? Why are leadership roles often linked to traits culturally associated with whiteness? These questions matter because understanding the past changes how we understand the present. Instead of shrugging off certain workplace norms as just how things are, we begin to see how old attitudes linger inside modern offices. The first step to meaningful change is recognizing that the world we inherited—including our office hallways, rules, and performance measures—still echoes choices made long ago. With knowledge of these historical roots, we can start moving towards workplaces where everyone’s value is recognized.
Chapter 2: Revealing Subtle Everyday Behaviors and Beliefs Centering Whiteness Within Work.
Think about an ordinary staff meeting, one where people gather around a table or sign in to a video call. Someone might comment on a Black colleague’s natural hair, describing it as interesting or unprofessional in a friendly tone, unaware of the hurt caused. Another might joke awkwardly about names from non-European cultures as if they are too hard to pronounce. These small moments are not always born from cruel intentions, but they add up. They reflect beliefs and behaviors that position whiteness as the default standard. The problem is not just about one rude remark. It’s about the entire set of unspoken rules that make certain people feel they must code-switch—change their language, tone, or presentation—to fit into a white-centered mold. Over time, these subtle acts push non-white employees to the margins, reducing their comfort and chances to truly thrive.
Consider Shonda, a Black woman in a leadership position who courageously raised the topic of hair discrimination at her company’s diversity meeting. She hoped to shed light on the burden of being judged and pressured to straighten her hair to appear professional. Yet, a well-meaning white colleague, Julia, responded by sharing her own discomfort about jokes targeting her red hair. Although Julia’s intention was empathy, her response sidestepped the deeper issue: Shonda faced a system that placed white standards at the center, leading to real financial and emotional costs. Julia’s mild teasing for red hair was not rooted in centuries of exclusion or power imbalances. This subtle misalignment shows how whiteness can be decentered only if we learn to distinguish surface-level discomfort from systemic discrimination that weighs heavily on marginalized communities.
Such subtle behaviors and beliefs are like invisible strings that hold certain traditions in place. We may not see these strings easily, but they tug on who gets listened to, whose ideas are trusted first, and who feels pressured to hide parts of themselves. For instance, policies on professional appearance might never explicitly say straight hair is best, yet they implicitly reflect white European beauty standards. Even choices about office snacks, holiday celebrations, or after-work gatherings may reinforce norms that feel natural to some and alienating to others. These everyday details, often overlooked, shape the environment in ways that favor whiteness as an unspoken standard. By acknowledging this, workplaces can begin rethinking their cultural assumptions, ensuring that everyone’s identity and background are valued rather than quietly pushed aside.
When people’s stories and identities are constantly measured against a white-based template, frustration and exhaustion build up. Non-white employees can feel like permanent outsiders, always trying to fit into someone else’s definition of normal. Recognizing these patterns is not about placing blame on individuals who mean no harm. Instead, it is about understanding that well-intentioned comments, jokes, or gestures still carry the weight of history. By becoming aware of how small daily interactions can perpetuate whiteness, people within an organization can start making different choices. They might encourage open dialogue about cultural differences, adjust policies that unfairly single out non-white traditions, or teach managers to recognize how stereotypes influence their decisions. Over time, these changes can transform workplaces into fairer, more welcoming spaces for everyone, where subtle centering of whiteness no longer goes unnoticed.
Chapter 3: Understanding the Emotional and Economic Costs Imposed by White-Centric Norms.
Shonda’s story reveals that the burden of white-centric norms does not just affect one’s sense of belonging—it takes a toll on both emotional and financial well-being. Imagine having to invest extra money in hair treatments or clothing choices just to avoid negative judgments at work. Consider the constant stress of wondering if you will be passed over for a promotion because your manner of speaking or cultural expressions do not align with mainstream white standards. This stress builds into a heavy emotional cost. The subtle message that something about you must be fixed or softened erodes self-confidence. Over time, carrying this emotional weight can drain a person’s energy and creativity, leaving them too tired or discouraged to contribute their best ideas. White-centric norms are not harmless quirks; they sap potential and shrink the space for talent to grow.
Economic consequences arise when gatekeepers unconsciously favor people who resemble themselves. Let’s take hiring as an example: If recruiters give the benefit of the doubt to candidates with traditionally European names, ignoring equally qualified individuals with non-European names, talented workers of color miss opportunities. Lost chances mean fewer promotions and slower career progression, translating into lower lifetime earnings. Over the years, these inequalities accumulate, making it harder for marginalized groups to build wealth, support their families, and contribute to their communities. White-centric norms stretch from small decisions, like who gets included in an important lunch meeting, to huge outcomes, like who makes it into top leadership roles. This mixture of emotional strain and financial disadvantage crushes spirits and stifles creativity, all while quietly preserving a status quo where whiteness sets the standard for success.
One way to picture this problem is to think of a puzzle. Each employee is like a piece of that puzzle, bringing unique shapes, colors, and patterns. But if the puzzle’s frame is designed for pieces of only one shape, then all the other pieces get bent or forced to fit, or worse, cast aside. Talented people who bring global perspectives or fresh insights end up doubting themselves, hiding valuable parts of their identities, or leaving the company altogether. Over time, the organization loses out on brilliant problem-solving and innovation. The cost is not just personal—it affects the whole workforce and even the company’s performance. By failing to challenge white-centric norms, organizations waste human potential and end up with less dynamic teams that struggle to respond creatively to the challenges of a changing world.
To break this cycle, people in positions of influence—managers, executives, and Human Resources teams—must acknowledge the true depth of the problem. This is not about pointing fingers or stirring guilt; it is about understanding that invisible pressures and flawed assumptions harm everyone. Non-white employees suffer the most, but even companies lose out by allowing biases to shape their cultures. Identifying the hidden costs of whiteness opens the door to more effective policies and practices. Organizations that recognize the emotional burden, the financial injustices, and the squandered potential can begin taking steps to address them. This might include changing hiring practices, reevaluating performance metrics, or fostering safe spaces for honest conversations. By removing these quietly imposed barriers, workplaces can allow all employees to flourish, gain stability, and contribute their full talents, energy, and imaginations.
Chapter 4: Identifying Unseen Barriers Blocking Marginalized Employees from True Leadership Opportunities.
Sometimes, organizations proudly display their diversity numbers, highlighting that they have hired more people from various backgrounds. Yet when you look at the leadership ranks—the directors, vice presidents, and CEOs—you often see faces that look strikingly similar. This mismatch is not random. White-centric workplace norms create invisible walls that keep marginalized employees from advancing into top positions. For example, senior leaders might unconsciously assume that someone who went to certain schools, speaks in a certain accent, or dresses a certain way is more leadership material. These unconscious biases might mean that qualified candidates of color never receive the same mentorship, visibility, or challenging assignments that would showcase their potential. Over time, these missed chances pile up, forming an invisible ceiling that keeps promising individuals from climbing as high as they deserve.
Picture a hallway with many doors, each leading to a step higher in the company. Marginalized employees might enter the hallway but find most doors either locked or guarded by subtle conditions they cannot meet without sacrificing their authentic selves. For instance, a woman of color might be encouraged to join diversity committees, but never tapped for a high-visibility project that could prove her leadership abilities. Or a Black employee who consistently receives positive feedback for teamwork might be overlooked for a strategic role because some managers cannot picture anyone who looks like him shaping the company’s long-term direction. These hidden barriers operate quietly, robbing brilliant minds of their rightful place at the table where decisions are made and futures are shaped.
Another challenge is that leadership standards themselves can be coded in ways that favor white cultural styles. Assertiveness, direct communication, and certain patterns of body language may be interpreted as leadership qualities if expressed by white men. The same traits, when shown by a Black woman or a Latino man, might be misread as aggressive or out-of-place. This double standard forces non-white talent into a frustrating puzzle: how to appear leader-like without triggering stereotypes. In this environment, many promising employees learn to remain silent, avoid risk, or downplay their cultural identities to sidestep harmful labels. As a result, the leadership pool shrinks, missing out on voices that could guide the organization with fresh ideas and a truly global perspective.
Identifying these unseen barriers is the first step toward dismantling them. This means gathering data on promotion patterns, seeking honest feedback from employees of color, and listening to their stories without dismissing their truth. Once decision-makers acknowledge these barriers, they can work to open the blocked pathways. Actions might include adjusting evaluation criteria so that leadership qualities are defined more broadly, ensuring mentorship opportunities reach all promising employees, and training managers to recognize when bias skews their judgment. True change demands that organizations look at who gets to shape strategies, influence policies, and guide business directions. Removing these hidden barriers can clear a path for talented individuals who have long been kept on the sidelines, bringing richer leadership and more thoughtful decision-making that ultimately benefits everyone in the company.
Chapter 5: Moving Beyond Token Gestures Toward Authentic Inclusion That Drives Change.
Many workplaces create committees, host cultural food fairs, or celebrate certain heritage months. While such efforts can raise awareness, they often remain surface-level gestures if deeper power structures stay untouched. Real inclusion goes beyond colorful posters and one-time events. It means examining the very bones of the organization: how decisions are made, how feedback is given, and how success is defined. If these foundations remain aligned with white-centered norms, then no matter how many diversity days are held, marginalized employees will still feel unheard, undervalued, and unsupported. True inclusion requires organizations to leave comfort zones and ask: Are we just checking boxes or are we reshaping systems? Without confronting the root causes—unspoken assumptions, silent biases, and hidden rules—token efforts do little more than paint over cracks in the walls instead of repairing the foundation.
Think about shallow fixes like simply telling employees to be respectful of differences without giving them the tools or frameworks to understand what respect really means in a diverse environment. Without honest discussions and training in anti-racism, unconscious biases remain. Without policies that hold leaders accountable for their decisions, unfair patterns continue. If marginalized employees are invited to speak but never given real influence over policy changes, then the inclusion is only theatrical. It might feel like a show performed to appease outside observers or to win awards, rather than a genuine effort to empower everyone. Authentic inclusion happens when marginalized voices help shape company policies, when cultural differences are celebrated as an advantage rather than tolerated as an oddity, and when fairness is woven into everyday practices rather than placed on display only once in a while.
Organizations that aim for genuine inclusion must open themselves to vulnerability. Leaders must listen to uncomfortable truths without defensiveness. They must be willing to restructure hiring processes, promotion standards, and performance reviews so that they do not default to a white-centered perspective. They might start by collecting honest feedback through anonymous surveys, then use those results to guide real changes. They could provide specialized support to employees from marginalized groups, not as a pity offering, but as recognition of how systems have historically held them back. This might mean investing in mentorship, sponsoring leadership training programs, or partnering with organizations that uplift underrepresented talent. The goal is not to fix them, but to fix a system that was never fair to begin with.
True inclusion also means a willingness to think in new ways, embracing different problem-solving styles, communication methods, and cultural traditions. When organizations move beyond token gestures, they learn that listening deeply to unheard voices can spark creativity that benefits everyone. The solutions discovered when the least advantaged are centered often turn out to be widely helpful—like adding ramps that aid not only wheelchair users, but also parents with strollers and travelers with rolling luggage. In the workplace, restructuring policies to help marginalized employees feel safe and valued can improve morale, reduce turnover, and enhance innovation across the board. Authentic inclusion is about creating a space where everyone’s talents can shine, not because they changed who they are, but because the environment no longer tries to push them into a single, narrow mold.
Chapter 6: Practical Strategies to Decenter Whiteness Through Policies, Hiring, and Education.
To move from talk to action, organizations must look at their policies and procedures with fresh eyes. One key starting point is hiring. Job descriptions should be carefully reviewed to remove language that subtly encourages one type of candidate over another. Instead of using terms like cultural fit (which often means fitting into white-centered norms), try terms like cultural contribution, welcoming new perspectives. Seek talent from diverse sources, including historically Black colleges and universities or community groups supporting immigrant professionals. Train hiring managers to spot unconscious biases and to focus on skills rather than comfort with familiar accents or backgrounds. Standardize interview questions so that each candidate receives a fair and equal chance, and consider blind resume reviews, removing names and other identifiers that might trigger bias. By changing how people are hired, organizations lay a stronger foundation for fairness.
Next, focus on policies around performance evaluations, promotions, and professional development. Ensure that criteria do not assume a single leadership style is best. If the current system rewards only those who speak the loudest or follow certain social norms, it is time to broaden the definitions of success. Training managers to understand the history and impact of whiteness helps them see how bias can slip into their decisions. Instead of relying on gut feelings, use measurable and transparent indicators of performance. Encourage leaders to pay attention when marginalized employees report unfair treatment, and respond swiftly and decisively. By embedding equity into every stage—from initial hiring to regular reviews—organizations can break patterns that held talented voices back. These structural changes push the workplace from a place of hidden exclusion to a space where true diversity thrives.
Education and open conversations are also powerful tools. Anti-racism workshops, reading groups, guest speakers, and guided discussions on cultural differences can help employees recognize their biases, learn from each other, and grow more sensitive to subtle harms. This is not about shaming individuals; it is about understanding how old patterns influence today’s choices. Yet, remember not to force people of color to explain racism or perform the role of constant teachers. Instead, make learning resources available to everyone, encourage self-education, and recognize that emotional labor is real. Reward those who invest time in developing cultural competence, and ensure that learning is continuous, not a one-time event. When people see that education and self-improvement are valued, they become more willing to challenge their assumptions and embrace change.
Transparency and accountability are essential. Set clear goals for increasing diversity at all levels and publicly track progress. If the organization falls short, analyze why and adjust the strategy. Did certain departments resist change? Did some managers maintain old habits? By taking responsibility and making improvement visible, leaders show that they treat this work seriously. Tie leaders’ performance reviews, bonuses, or other incentives to their success in creating fairer systems. This sends a clear message that dismantling whiteness as the invisible standard is not just a personal passion project—it is a business priority. Slowly, as policies shift, education spreads, and accountability measures take root, the organization moves closer to becoming a place where everyone is hired, promoted, and respected for their genuine abilities rather than how closely they mirror historically white-dominated ideals.
Chapter 7: Cultivating Anti-Racist Cultural Shifts That Embrace Diverse Identities and Histories.
Picture a company retreat that once felt alienating to non-white employees—food choices were unfamiliar, activities reflected traditions known mostly by white staff, and no one noticed when someone felt left out. Now, imagine that same retreat transformed by learning and action. Leaders ask everyone for input on the menu, selecting dishes that celebrate multiple cultures’ flavors. They introduce activities from different parts of the world, encouraging all participants to learn from each other’s pastimes. Before discussions begin, the team sets ground rules ensuring that everyone’s voice counts. By thoughtfully reshaping these gatherings, the company signals that it respects and values each identity. Marcus, once feeling invisible and drained at such events, can now fully participate, sharing his own experiences and insights without fear that he must shrink himself to fit a white-centered mold.
Cultural shifts go beyond special events. Daily interactions matter, too. Think of team meetings where managers actively rotate who speaks first, ensuring quieter voices are heard and appreciated. Small gestures, like allowing flexible dress codes that embrace cultural attire, or encouraging employees to decorate their workstations with meaningful symbols, show that difference is not a hurdle but an asset. Anti-racist cultures don’t just tolerate diversity—they celebrate it. They understand that everyone brings unique stories and strengths that can solve problems in fresh ways. When employees feel safe and proud of who they are, they engage more deeply in their tasks, build stronger relationships with colleagues, and come up with more inventive solutions. Embracing diverse identities and histories invites a richness that can never be achieved if whiteness remains at the center of the company’s story.
For some organizations, creating anti-racist cultures means breaking silence around past injustices. This can involve acknowledging how earlier company leaders might have favored certain groups, or how policies once harmed employees of color. Such honesty is not about dwelling on shame, but about honesty and growth. By facing hard truths, organizations can commit to repairing harm. This might include revising certain rituals, adding trainings that examine the roots of bias, or implementing mentorship programs connecting established leaders with employees from historically marginalized backgrounds. It is about ensuring that anti-racism becomes a living principle, guiding both daily routines and long-term strategies, not just a slogan posted on a website. When everyone understands the deep importance of cultural respect, organizations can move beyond simple diversity statements toward actual cultural harmony.
Shifts like these take time. They require patience, courage, and trust. Employees who have been hurt in the past may hesitate to believe change is real. That’s why consistency is key: repeating fair practices, celebrating multiple traditions, and handling conflicts with integrity every single day. Leaders should model curiosity, asking questions to learn from different viewpoints. They must be ready to rethink old assumptions and challenge old habits. Over time, these efforts chip away at the blocks that kept whiteness firmly in the center of workplace culture. Little by little, the organization starts feeling more like a true community—a place where differences blend into a rich tapestry rather than collide into barriers. As these cultural changes deepen, companies not only improve their moral standing but also unlock fresh talent, creativity, and resilience to face the future.
Chapter 8: Sustaining Transformative Change With Empathy, Shared Power, and Accountability Structures.
Real, lasting change does not happen overnight, and it does not survive on good intentions alone. Organizations must weave empathy, shared power, and accountability into their very fabric. Empathy here is not shallow sympathy that puts a spotlight back on the person offering it. It is a willingness to listen without rushing to compare or minimize someone’s experiences. It is about understanding that a single harsh comment or unfair assumption can feel heavier when it rests on centuries of disadvantage. Shared power means ensuring that policy-making, decision-making, and agenda-setting do not remain in the hands of a single dominant group. Instead, people from various backgrounds share influence, shaping rules and directions. Accountability structures tie it all together, making sure no one can quietly ignore harmful behaviors or biases that slip back into daily life.
Julia’s journey from well-meaning but misdirected empathy to a more informed, justice-centered approach can serve as a powerful example. Initially, she tried to relate to Shonda’s hair discrimination by drawing on her own experiences, but this kept whiteness at the center, blurring the true meaning of Shonda’s struggle. Through education, reflection, and honest engagement, Julia learned that empathy must extend beyond looking at another person’s hardships through one’s own lens. It must involve understanding the weight of systemic issues. Over time, Julia’s empathy deepened, guiding her not only to acknowledge Shonda’s pain but also to support policies and practices that correct the injustice. This shows that empathy can evolve from a personal feeling into a driving force that inspires structural reform and long-term fairness.
Sustaining transformation also requires systems that maintain progress. Clear guidelines can ensure promotions and raises are decided by measurable achievements, not comfort with white norms. Transparent reporting structures can alert leaders when certain groups face hidden obstacles. Periodic training sessions can remind employees that learning about bias and anti-racism is never truly finished. Regular feedback loops—like anonymous surveys or focus groups—can catch problems before they become entrenched. And leaders must remain vigilant, openly acknowledging the organization’s ongoing responsibilities. Such structures prevent people from slipping back into old patterns when no one is watching. They also assure marginalized employees that their voices are respected and their concerns taken seriously. Gradually, what started as intentional efforts to decenter whiteness becomes a natural, standard part of how the organization functions every day.
In the end, sustaining transformative change means building a culture where doing better is always the goal. Employees become comfortable speaking up, secure in the knowledge that leaders will act on their concerns. Decision-makers expand their minds, continually improving hiring practices, policies, and cultural norms. Power is shared so that no single group controls all the levers of progress. Accountability mechanisms ensure that mistakes are not hidden, but used as lessons. As organizations commit to this ongoing work, they create workplaces where no one’s worth is measured against an outdated default. Instead, every employee’s presence is welcomed, their unique qualities celebrated, and their contributions recognized. When empathy, shared power, and accountability form the backbone of workplace culture, whiteness can no longer stand unchallenged at the center. The future belongs to inclusive, equitable environments that uplift everyone.
All about the Book
Decentering Whiteness in the Workplace by Janice Gassam Asare explores strategies to dismantle systemic racism, promote diversity, and foster inclusive environments, empowering leaders to embrace equity and drive meaningful change in corporate culture.
Janice Gassam Asare is a diversity and inclusion strategist, consultant, and speaker, devoted to empowering organizations to create equitable workplaces and elevate underrepresented voices in various sectors.
Human Resources Managers, Diversity and Inclusion Officers, Corporate Trainers, Organizational Psychologists, Executive Coaches
Community Service, Social Justice Advocacy, Reading Books on Leadership, Participating in Workshops, Engaging in Cultural Education
Systemic Racism, Workplace Inequality, Diversity and Inclusion, Cultural Competence
True progress comes from embracing discomfort and challenging the status quo in our workplaces.
Brené Brown, Ibram X. Kendi, Michelle Obama
Foreword INDIES Book of the Year, Independent Publisher Book Award, Best Diversity Book of 2023
1. How can we recognize our own biases at work? #2. What does decentering whiteness truly mean in practice? #3. How might diverse perspectives enhance workplace dynamics? #4. What role does allyship play in challenging whiteness? #5. How do power dynamics influence workplace interactions? #6. Can we identify microaggressions in everyday conversations? #7. How can leadership promote an inclusive workplace culture? #8. What strategies help create equitable hiring practices? #9. How do privilege and advantage manifest in organizations? #10. How can storytelling amplify marginalized voices at work? #11. What are the effects of systemic racism in workplaces? #12. How can we foster open dialogues about race? #13. Why is representation vital in leadership roles? #14. How can bias training change workplace behavior? #15. What are effective ways to mentor diverse talent? #16. How can organizations hold themselves accountable for diversity? #17. What impact does intersectionality have on employees’ experiences? #18. How do we create safer spaces for honest discussions? #19. What practical steps can we take to promote equity? #20. How can we measure progress in workplace diversity initiatives?
Decentering Whiteness, workplace diversity, inclusion strategies, racial equity, book on workplace culture, anti-racism in business, whiteness in organizations, diversity and inclusion, workplace equity, Janice Gassam Asare, impact of race at work, cultural competence
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