Overcoming Resistance to Findings in Workplace Investigations
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As workplace investigators, one of the most challenging parts of our role is navigating resistance to findings—especially when those findings reveal uncomfortable truths. Resistance can come from leaders who are invested in the status quo or from managers or HR professionals who feel their handling of a situation is being criticized. While difficult, addressing this resistance is essential to ensure accountability, foster growth, and maintain trust within the organization.
I learned this lesson firsthand during a discrimination case that taught me the importance of tact, empathy, and persistence.
The Case That Changed My Approach
Not long ago, I was brought in to investigate a complex workplace complaint. The case quickly showed me how challenging it can be to bring certain issues to light, especially when they involve behaviors that people might not even realize are harmful. The investigation involved a complaint from an employee who reported experiencing microaggressions in the workplace. These incidents, while subtle, were persistent and created an environment that made the employee feel undervalued and excluded.
The investigation revealed that the manager in question had indeed engaged in biased conduct, often making culturally insensitive remarks. While these remarks may not have been overtly malicious, they demonstrated a clear lack of awareness and respect for the employee’s background. The manager’s behavior went unaddressed despite the employee notifying HR and their direct manager.
When I presented my findings to the HR consultant and the manager’s direct supervisor, they were resistant. They defended the manager, arguing that “no harm was intended” and that the employee might have “misinterpreted” the remarks. It was clear they were struggling to reconcile their personal view of the manager as someone “well-meaning” with the impact of their actions.
This situation is not uncommon. Resistance to findings can manifest in a variety of ways, including:
Minimizing the behavior: “It wasn’t that bad,” or “They didn’t mean anything by it.”
Challenging the investigator’s objectivity: “Are you sure you’re not overreacting or reading into things?”
Focusing on intent rather than impact: “They’re a good person who would never intentionally hurt anyone.”
Fearing reputational harm: “If we acknowledge this, what will it mean for our team or leadership credibility?”
Here’s how I addressed these issues—and how you can too.
Strategies to Overcome Resistance
1. Empathize With Their Perspective
Resistance often stems from a fear of reputational harm or a reluctance to confront uncomfortable realities. I acknowledged their concerns, emphasizing that understanding the manager’s intent was important but that the focus had to remain on the impact of their behavior. This approach softened their defensiveness and opened the door to constructive dialogue.
2. Ground the Findings in Evidence
I presented clear evidence of the microaggressions, including statements from witnesses and documented examples of culturally insensitive remarks. This reinforced the credibility of the findings and demonstrated that the conclusion wasn’t based on isolated incidents or subjective interpretations.
3. Connect Findings to Organizational Values
To bridge the gap between their resistance and the need for accountability, I tied the findings to the organization’s stated values of inclusivity and respect. I highlighted how addressing these behaviors aligned with the company’s commitment to creating a positive and equitable work environment.
4. Suggest Solutions, Not Just Problems
Rather than focusing solely on the problematic behavior, I proposed actionable steps to address the issue: cultural sensitivity training, one-on-one coaching for the manager, and a commitment to revisiting internal policies to better handle reports of microaggressions. Offering solutions helped shift the focus from blame to improvement.
5. Reinforce the Benefits of Accountability
I reminded the HR consultant and manager that addressing the issue transparently and equitably would not only resolve the immediate problem but also strengthen trust among employees and reinforce the organization’s credibility.
Conclusion
In my case, while it took time and multiple discussions, the HR consultant and supervisor eventually acknowledged the findings and implemented the recommended steps. Most importantly, the employee who raised the initial complaint felt heard and supported.
Resistance to findings is a natural reaction when the conclusions challenge existing beliefs or expose shortcomings. However, by approaching the situation with empathy, evidence, and actionable solutions, we can help stakeholders move past defensiveness and toward meaningful change.
Have you faced resistance to your findings in a workplace investigation? I’d love to hear about your experiences and strategies. Let’s learn from each other to navigate these challenges more effectively.
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