Maintaining Organizational Resilience Amidst Socio-Political Turmoil: Lessons From the Jewish—Palestinian Context

Abstract

We live in an era dominated by political fervor, escalating social divisions, and increasing polarization, posing challenges to diverse organizations. In this paper, I delve into the impact of mega-threats—external societal events with wide media coverage that evoke intense negative emotions—on organizations promoting diversity and inclusion. I explore how organizations can sustain resilience, acting as safe spaces where individuals from diverse identities and ideological perspectives feel a sense of belonging and can maintain their unique voice. Drawing on a 15-month ethnographic study of an organization navigating the protracted national conflict between Palestinians and Jews, I uncover a two-pronged organizational strategy. This strategy, balancing demographic representation with a commitment to avoiding the national conflict and maintaining neutrality, successfully preserves diversity, as well as crucial elements of inclusion, such as employees' sense of security and, at times, belonging. However, it falls short in cultivating resilience in the voice component, potentially leading to lower well-being, increased avoidant work behaviors, and compromises in organizational cohesion. Avoidance also compromises organizational learning, preventing the development of capacities to address potential threats. The research contributes to the knowledge on organizational resilience in the face of mega-threats, urging organizations to move beyond harmony-focused approaches and address conflicts proactively for sustained diversity and inclusion.