If polarisation is a sign of the times, it’s hardly surprising that it exists in organisations. Research has shown that diversity in the workplace can lead to breakthroughs in organisational performance – but only if diversity if managed well, says Jennifer Petriglieri, Associate Professor of Organisational Behaviour at INSEAD*.

What’s a leader to do when tasked to lead heterogeneous teams against the backdrop of polarisation? They need to find a way to make diversity an asset to the organisation, according to Petriglieri in the webinar “Leading Between the Lines”.

Polarisation at work

Polarisation happens when two groups exist in opposition, leading to disidentification, where people think “I’m not like them”, or moralisation, where people disapprove of those in the other group. It can even result in dehumanisation, where people stop seeing others as humans, said Petriglieri. 

She explained how polarisation in the workplace can result in alienation and loneliness, and spiral into burnout and stress. Organisations have poured resources into understanding how to foster connection between people from different walks of life – but seldom with sustained effect. In reality, she said, it is never easy to connect with people whom we’ve had little interactions with or to take in perspectives that are different from our own. 

How can leaders bridge the gap between individuals who are poles apart and help them connect based on commonalities and their core humanity, in spite of their differences? There is no contradiction in being able to connect with people at a universal level while acknowledging the differences, said Petriglieri.

Undoubtedly, people are put in leadership positions to achieve instrumental goals such as driving organisational performance and shareholder value. However, contemporary organisations are beginning to recognise the importance of balancing instrumental imperatives – getting stuff done efficiently – with humanistic aspirations – helping people grow and connect across differences. 

Turn the page

Striking a balance between instrumental vs. humanistic aims requires leaders who value humanism just as much as instrumentality, and freedom as much as efficiency. But that is, unfortunately, not yet the way leaders are raised and trained. How can we develop and become leaders who can foster that balance? 

We tend to look to science – and not the arts – for answers in the business world. But Petriglieri argued that one way to do so is through a deeper engagement with works of art in general, and literature in particular. Reading takes one on a journey of emotional transformation as the story unfolds and the characters develop. There has been ample research showing the positive effects of reading fiction, such as promoting empathy.

She quoted award-winning author Ann Patchett: “Reading fiction is important. It is a vital means of imagining a life other than our own, which in turn makes us more empathetic beings.” 

Fiction offers insights into the workings of people who are not like us – be they neurodivergent or of a different social standing, religious belief or gender. Importantly, it can help people humanise others and bring us back from the brink of polarisation. 

Petriglieri provided examples of how such works can help leaders recognise, honour, demonstrate and foster humanity at work and, in doing so, help all members of an organisation thrive. Taking a leaf from Oscar Wilde’s novel The Picture of Dorian Gray, she urged leaders facing problems to not only make it their personal responsibility to recognise their role in the solution – but also that they could be part of the problem. 

*Jennifer Petriglieri is also the programme director of INSEAD's Executive Education programmes: The Leadership Transition and Women Leaders Programme.