Embracing Friction to Spark Change: Workshop Recap
Words by Chala June. Photos by Phoebe Davies.
A recent Culture Roots Collective workshop explored why friction arises in anti-racism work, and how it can be transformed into a tool for creating lasting change.
Dealing with friction is one of the most challenging parts of our personal and work lives. Many of us avoid it at all costs, choosing to shy away from the awkwardness and discomfort that bubbles up in our bodies when we think about confronting others. We may ignore an inappropriate comment that a line manager makes about a co-worker's appearance because we want to stay in their good graces. Or we may stay silent when a colleague shares a culturally insensitive joke in the office group chat to avoid causing trouble. While dodging conflict and sticking with the status quo can sometimes feel like the easiest way forward, failing to speak up and address friction can often create a tense or unsafe working environment.
This is why we hosted ‘Embracing Friction to Spark Change,’ a supportive skills-based workshop facilitated by wellbeing coach and anti-racism trainer Lildonia Lawrence. Made possible through funding by the LUNZ Hub, the workshop provided a diverse group of professionals working across food, farming, and land stewardship with an encouraging and non-judgmental space to learn about how engaging with friction can strengthen, rather than derail, our work.
Friction arises when our personal values are challenged
Most of us want to work in spaces and organisations which align with our personal values. In the session, participants shared values that matter to them: justice, care, inclusivity, curiosity, and integrity. When those values are challenged in the workplace, either directly or indirectly, we can experience internal friction that manifests in feelings of discomfort and tension.
While some may feel more comfortable to keep that friction bottled up to avoid conflict, addressing it out loud is an act of courage that can result in speaking truth to power. By embracing friction in the workplace, we create opportunities for personal development and space for true diversity – not only in identities, but in perspectives, experiences and ways of thinking.
Addressing friction can make us feel insecure
Embracing friction can bring its own degree of risk, especially at work. Friction shows up and affects each of us differently depending on what body we are in, and those who are multiply marginalised based on racialisation, gender, sexuality, and ability are often at risk of the strongest consequences. We may feel we have to do a risk assessment every time we want to speak. This can challenge our desire to feel accepted and valued at work, bringing up fears of both social and job insecurity.
It is important to remember that we do not need to take the risk if it will make our working environment unsafe. However, it is critical that allied colleagues who carry more social and economic privilege – particularly those who benefit from white privilege – take on some of that risk by stepping outside of their comfort zones and openly standing in solidarity. If an ally is not the first person to speak up and address the friction, they should aim to be the second.
Friction taps into our fear of the unknown
Friction is hard to embrace because western culture teaches us to fear what we don’t know. Systemic whiteness prioritises unilateral stability and control, often at the expense of our individuality and personal values. Therefore, causing friction can make us feel as if we are too disruptive, difficult, or don’t fit the company culture. We may also feel like we are the only ones who notice a particular issue, leading to a degree of self-isolation or outward ostracisation from others.
Many indigenous knowledge systems acknowledge that nature rarely changes without friction, and change is the key to growth. This includes the traditions stewarded by the indigenous inhabitants of the lands now known as the UK. While modern professionalism culture values frictionless efficiency above all else, we do not have to choose productivity over our dignity. Leaning into friction is a powerful life skill that we can all develop through intentional practise.
We must recognise when friction is productive and when it is harmful
Although embracing friction can be a very generative practice, sometimes voicing issues in the workplace can turn into blind attacks on another person’s character, which can cause serious harm and reinforce the same behaviours we want to move beyond. It’s crucial to recognise when we are addressing friction in a way that is productive versus harmful.
Harmful approaches rely on attacking people and silencing their voices by creating fear. This reinforces structures of power and erodes trust. Productive approaches, on the other hand, challenge the ideas rather than the person. They invite dialogue in a way that encourages curiosity and leads to learning. These tactics build trust by allowing us to find common ground and mutual understanding.
Embracing friction can make way for ‘good trouble’
American Civil Rights leader John Lewis’ concept of ‘good trouble’ aptly explains why embracing friction can be worth risking the trouble it causes if it moves us towards a positive overall good. This trouble often comes from challenging the status quo of existing structures, as well as the neutral and apathetic attitudes that uphold them. Within some of our workplaces, we may notice that conversations around racial and social justice get shut down due to the organisation’s ‘apolitical’ stance – a term that is often used defensively as a shield from acting. However,moving through friction as individuals can build strength and resilience, whilst maintaining our values and integrity
Causing ‘good trouble’ by embracing friction can look like:
Leaning into the uncertainty that comes with embracing friction
Pausing to ask ourselves how we want to respond to a situation
Speaking on behalf of those experiencing the impact of (micro)aggressive behaviours without putting them in the spotlight.
Standing openly with those who find the courage to speak up for themselves
Four practices for embracing friction
If you’re still unsure how to embrace friction and navigate the resistance that comes with it, here are four practices developed by Lildonia to get you started:
Know what you stand for: Our values will guide us in our work. We know when something doesn’t feel right, and it is always worth challenging why.
Decide what success looks like: Is success being heard by your line manager? Maybe it’s challenging an unfair workplace policy. Choose a goal that aligns with how you want to make a change.
Challenge ideas, not identities: Rather than attacking someone’s character or getting so defensive you detach, ask questions such as ‘what did you mean by this?’ or ‘how can we explore that idea differently?’
Stay Reflective: Each time you work through a challenge, reflect on what worked for you and what didn’t. Think about what you’ve learned and how you can carry that lesson forward. And don’t be too hard on yourself if all you could do was simply diffuse the situation to stay safe.
Ultimately, speaking out with integrity teaches us that we can do anything! Remember that navigating friction is an ongoing practice and the conversation does not end here. Here are a few resources we’ve gathered for further learning: