This article explores an uncomfortable but increasingly visible reality in modern workplaces: when inclusion initiatives are poorly governed, they can unintentionally create fear, silence, and psychological harm. In recent years, many organisations have appointed Diversity or Inclusion Officers with the intention of improving fairness and belonging. However, without clear governance, balanced accountability, and an evidence-based understanding of psychological safety, these roles can drift into advocacy for one group at the expense of others. When employees are told what language they must use, what beliefs they must affirm, or which symbols they must publicly support, psychological safety is not strengthened — it is eroded. Fear of saying the “wrong” thing, being misinterpreted, or facing social or professional consequences creates silence, not inclusion. Neuroscience tells us that coercion and threat activate the brain’s defensive responses, reducing trust, openness, and cognitive flexibility. Yet many organisations continue to mistake compliance and visibility for safety. This article challenges the assumption that more diversity messaging automatically equals safer workplaces. It argues that true inclusion must be governed, impartial, and grounded in psychosocial risk management — not ideology. Psychological safety cannot be achieved through pressure, bias, or performative advocacy. Fear is not safety. Silence is not inclusion. And organisations that confuse the two are actively creating psychosocial risk.
Read More
