by Michael Strickland

In the architecture of everyday conversation, some voices echo in marble halls while others whisper against soundproof walls. Cultural power dynamics play out constantly in workplace settings, often in subtle ways that can significantly impact people’s experiences and career trajectories.

Consider how communication styles reflect cultural power dynamics. In many Western corporate environments, direct communication and self-promotion are valued – speaking up in meetings, advocating for yourself during reviews, or networking assertively. But these norms can disadvantage people from cultures that emphasize collective harmony, indirect communication, or humility. Someone might have brilliant ideas but express them in ways that don’t align with dominant cultural expectations, leading to their contributions being overlooked.

Language dynamics are another example. When English isn’t someone’s first language, they might be perceived as less competent even when their expertise is strong. Accents can trigger unconscious biases about intelligence or leadership capability. Meanwhile, code-switching – adjusting your speech patterns, cultural references, or even appearance to fit workplace norms – requires emotional labor that people from dominant cultural groups rarely have to consider.

Power structures also emerge around whose cultural knowledge is seen as “professional.” Networking often happens through cultural activities – golf, certain restaurants, alumni networks from particular schools. This can exclude people who don’t share those cultural touchstones, creating informal barriers to advancement that aren’t explicitly about job performance.

Even seemingly neutral policies can have disparate cultural impacts. Scheduling important meetings during religious holidays, having team bonding activities centered around alcohol, or performance review criteria that favor certain communication styles all reflect whose cultural needs are centered as the default.

The key insight is that these dynamics aren’t just about individual prejudices, but about how organizational systems and cultural norms interact to create different experiences for different groups. Recognizing these patterns is the first step toward creating more equitable workplace cultures.